Abstract: How do you successfully transform the culture of an organization hesitant to change? What do you do when an organization has decided to change and innovate at the same time? Thinking about innovation, while undergoing an agile transformation, is a daunting challenge for any organization. However, it was a challenge Acme Corp Information Services decided to tackle in 2015. The report describes Acme leaders’ journey in developing a framework that fosters value delivery.
The experience report will focus on how Acme agile transformation journey evolved from adoption to developing and implementing a value delivery model, known as the Value Delivery Operating Model (VDOM), while being an early adopter of agile within Acme group. The report and presentation will highlight the key components of the VDOM framework.
In addition, the case study will detail how:
- Acme brought together disparate practices and disciplines into a clearly defined enterprise framework for guiding customer value conversations.
- The enterprise framework was developed to facilitate the transformation through the submission of an idea to a triage, innovation and into a product.
- The framework was designed to improve leaders’ ability to create more value added in new and existing products and services.
Moreover, the presentation will articulate some concrete advice and systematic guidance concerning the “what”, “who” and “how” questions related to value management will be addressed in this case study review. Furthermore, in addition to the VDOM, a leadership triangle supporting the framework was necessary to develop for additional roles and for the scaling of existing roles.
View the Experience Report Lessons Learned from Your Experience: - Using an existing framework or coming up with your own customized one requires vision, collaboration, and patience across the organization
- Effort and a commitment to delivery are essential attributes when the team members are not dedicated resources to one product.
- Getting team members to change their thinking that developing VDOM was not extra work but a part of their daily assignments
- It is “okay” to customize agile and other value models to fit your organization. However, it is also “okay” to challenge existing practices and even change practices to become more efficient and effective
- Involving leaders from the organization is crucial and allowing them to own their model is even more important
- A framework developed by the leaders lead to a better result than engaging external consultants who worked in a silo.
- Using agile practices to facilitate the development in the VDOM challenged the leaders to work together differently and more collaboratively.
