Financial Services
Financial Services

Transitioning to Agile

Exploding negative preconceptions along the journey to agile.

At a glance
Leading Big Data company
17,000 employees across 37 countries
Holds information on 1 billion customers and business
Headquartered in UK, Ireland, US & Brazil
You can't manage what you don't measure. And Chemistry empowers us to measure things we weren't able to measure before. Before this framework, expectations and capabilities varied according to who you reported to, but now it's consistent across the organisation.
VP for Technology
The Context
The Context
A global financial services leader wanted to transition the way their development teams worked, moving from waterfall to agile within three years. With 61% of the team having been at the company for over 10 years, there was concern that moving to agile would disenfranchise older members of the team and result in a high turnover.
Our Approach
Our Approach
Firstly, we established the motivations and capabilities Scrum Masters, Developers, Product Owners, Product Managers and QA Analysts would need to work successfully in an agile-oriented environment; in short, their version of What Great Looks Like (WGLL™). Using these findings of what an agile employee should look like, we undertook a Change Readiness Survey to assess what percentage of employees could make the journey to agile. The data we collected here was revelatory: the perception that older employees were not ready for change was completely unfounded. Age or time spent with the company was emphatically not an inhibitor in transitioning to agile.
The Solution
The Solution
Armed with this incisive data we developed an agile competency framework designed to the specific client context, deploying our customised potential and competency assessments that allowed us to deliver insight not only into the team's current ability to operate in an agile environment, but their potential to do so in the future.
The results
Chemistry's work concluded that half of the development team had the potential to transition within three years, with the remaining half taking slightly longer. In order to hit the three-year target, new talent would need to be recruited against the established competencies.
3years
To establish an agile framework
Accelerated agile transformation
Single set of language to describe high performance
Scalable assessment, learn and evaluation model to support the transformation
Maximum utilisation of the existing talent, reducing external costs and associated disruption
You can't manage what you don't measure. And Chemistry empowers us to measure things we weren't able to measure before. Before this framework, expectations and capabilities varied according to who you reported to, but now it's consistent across the organisation.
VP for Technology
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