The challenge
An organisation had adopted agile practices but was facing a familiar problem: agile teams were not automatically creating an agile organisation.
Portfolio priorities, organisational structures, governance and delivery teams were not sufficiently connected.
The transformation
The organisation redesigned the way strategy moved into execution.
- A Target Operating Model
- Portfolio and delivery alignment
- Scaled agile ways of working
- Clearer governance and decision-making
- Clearer connections between strategic priorities and delivery teams
What changed
The organisation created a more coherent link between strategy, portfolio, products and delivery.
The focus moved from “Are our teams agile?” to the much more important question: “Can the organisation consistently turn strategic priorities into outcomes?”
Agile teams do not make an agile organisation. The operating model does.