"Agility in the mind and at the heart of your organization"
Do you want to shorten your time-to-market and thrive in today’s rapidly changing market? Have you noticed the gap between a great idea and the actual final product? Do sales, business and IT each seem to speak a different language? Are your employees losing their drive?
Sounds familiar ? Time for a radical change. An agile transformation will make your organization highly-adaptive and self-organizing at all levels. Products and ideas will be realized efficiently, in mutual consultation and on time, by motivated teams. Your company can only grow if everyone is on the same page.
The world is changing rapidly. How can you keep meeting your customer’s requirements and take advantage of the multitude of developments in the market? Agility is the key. Agile Coaching gives your organization the agility it needs to thrive in a complex world.
Cegeka is an experienced market player: our coaches have more than ten years of experience with agile software development and agile organizations. Drawing on our expertise, we guide you through your agile transformation.
Cegeka’s Agile Software Factory has been working according to agile principles for years, on a large scale. Based on our own experience and our team’s expertise, we can advise you in the best possible manner.
Organizations lose a lot of time identifying and repairing software bugs. This is unnecessary! Automation and short, efficient feedback cycles make this time-waster a thing of the past. How do you develop software in an agile manner?
“I introduced Scrum to an international insurer with teams all over the world. The success of the project rested on how well I could ignite enthusiasm in the scrum masters. Once I started in the first location it wasn’t long before these scrum masters started to tell their colleagues at the other locations how inspired they were. This created a pull effect. After everyone was onboard, I organized a monthly plenary day for all scrum masters. Initially I set the agenda, but they quickly took over. We used the days for knowledge sharing, holding sounding board sessions with a stakeholder (usually a representative of the management), discussing details in the various teams – for example dealing with resistance - and working on joint action points. These days were also fun, giving everyone a chance to relax and enjoy themselves. This approach has resulted in a group of professional, results-oriented scrum masters. The best compliment I received from them was that they feel part of a close team. And that is what Scrum is all about: finely-tuned teamwork between colleagues – and customers – that delivers the desired results.”
“I first took on the role of scrum master in a semi-governmental organization. I focused on the prevention and removal of obstacles and contributed to continuous performance improvements for the scrum team within the organization. In the years that followed I started coaching other scrum masters to help them find the best way to deal with personal and organizational challenges. Coaching others also helps me to focus on and continue growing in my own areas of development. If, like me, you have worked at companies that are going through a continuous change process, you have to be able to empathize and adapt, while maintaining your authenticity. I believe that’s where the challenge lies for every employee. The customer is key – so what role do I play as an employee to create the best possible customer experience? This requires a high level of awareness and personal leadership. If employees are in charge of their own growth, they become the most important factor for the success of an organization.”
“I helped shape the innovation process at a large Telco in the Netherlands. We went from a 9-month to a 3-week innovation cycle. This journey was needed in order for us to shorten the time to market and to remain in business. I was responsible for the implementation of the comprehensive CRM application during this major change. We transformed the company in an agile way by working with multiple scrum teams in multiple countries. This new innovation process not only required an organizational change, but also a drastic cultural change. This experience is still relevant for the programmes and projects I am working on now.”
“Over the past few decades I have managed scrum and agility teams in the context of several programs. Whether in corporations, universities or government, I was the link between implementation, through agile working, and the management, which wants to achieve its milestones. But one does not exclude the other! I call this hybrid scrum, because it’s an agile way of working in a non-agile environment. My strength lies in maintaining that connection and gradually creating more room for agile thinking within the organization. Most recently I worked on the design and training of a scrum/devops team within a large ministry, and across three departments. Here too, success was achieved thanks to short lines of communication, the ability to make immediate adjustments and the involvement of several departments.”
“As a product owner/agile coach at Cegeka Consulting, I introduced an agile way of working for the Design Thinking and Agile Services products. Developing an effective agile approach in a consulting organization is a real challenge. You always have to do it together, and in small steps. In the end, Kanban turned out to be the right approach, because the consultants are deployed with clients in all kinds of projects and it is difficult to work with fixed sprints. Developing independence, ownership and trust is the key success factor in these projects. My background as a personal and team coach proved to be of great value in this process. By focusing on people and their development within a team, and connecting this to the vision and objectives of the company, we can achieve the best results together. It goes without saying that I use the Design Thinking approach for this. This people-oriented, iterative approach fits seamlessly with the agile way of working and principles, and it enables teams to develop their approach and products together.”