Shaping the adequate HOW for every team

[mstakh.i.mom.i]

Why build an inconveniently large backlog? How to deal effectively with tension? Why are energizers so powerful? All these questions were considered by those first change-makers of the team, who were ambitious, curious and eager to apply what they learned. By role modeling in all teams and meetings, these change-makers formed the critical mass of changemakers needed to boost to the Next Level in our company.


Of course we had learning curves. There were some initiatives without committed targets, some initiatives without alignment that resulted in negative impact on others, some misunderstandings, and of course some mistakes in the process. And lots of emotions alongside. Nevertheless, the team learned quickly and started to agree on their own backlog changes and on a limited number of initiatives to pick. Fundamental questions came up – what is a productive number of agile members per team? Do all teams need to be agile?

stacey matrix
When the famous Stacey Matrix was discovered, the transformation team small business email list leapfrogged. Changemakers understood how agile impacted the way of working in different forms. Agile in agile environments and lean in stable environments. The trained 'performance muscle' in the operations team rolemodeled lean, whereas the innovation team rolemodeled and trained the newly discovered agile muscle. Best of breed, according to necessity but with agile mindset looking out for the best performing setup.

With increasing agile maturity, some changemakers stepped back and returned to their respective roles, driving change here and now. New members also joined; driving new topics like framework, a customer centric culture or agile leadership. Today the transformation team ensures that change takes place in an aligned way. Ie, if initiatives are about to impact the eprimo system, upfront approval from the transformation team is required.