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self-organized teams
The Innovationswerkstatt (IWS) department at carexpert works at the interface between specialist departments and IT. Two teams are responsible for implementing the strategy projects. Since the department was founded in 2016, the teams have grown continuously. At the same time, the complexity of the work has increased significantly. The teams had worked according to Scrum, although this was heavily adapted to carexpert's framework conditions (e.g. type of concept creation, test procedure, structure of the backlog, etc.).
The increased complexity and the extraordinarily high communication effort put a strain on the teams' work. The delivery speed was too slow. Binding statements to internal stakeholders on the delivery results of the sprint were not sufficiently possible.
Hyand was commissioned to find a solution to the organizational challenges of IWS. After a phase of intensive observation and analysis, various interventions were carried out. These were aimed at reorganizing IWS and advising the teams on a new start with Scrum.
The IWS teams were prepared for the forthcoming changes in a transition phase parallel to day-to-day business:
- Division of the teams
- Close alignment of the new teams to the value stream
- Fundamental restart with Scrum
Intensive training on Scrum prepared them for the new structure and agile working methods even before the changeover. Product owners, scrum masters and team members were given individual coaching sessions to strengthen and develop their agile roles.
Together with the members of the teams, a new, sensible structure for the teams was developed in scoping workshops. It was important that the employees were able to take responsibility for the layout and therefore the section of the value stream. Two oversized teams became four lean, powerful teams: two product teams and two platform teams.
Hyand's "Agile Potential Model" was used for team development. This is a structured approach that is moderated by an agile coach. The aim is to determine where a team stands and identify growth potential and needs. The model supports the practical transfer of responsibility from the manager to the team and the associated contribution to self-organization. This approach is accompanied by targeted team and individual coaching sessions, including with the responsible manager.
The measures contributed to the successful establishment of an agile form of collaboration in the Innovationswerkstatt. The project is characterized by an iterative approach. The project sponsor assesses the progress of the digital transformation at regular intervals.
carexpert's digital transformation encompasses the further development of business processes, IT systems and corporate culture.
Daniel Konrad, Agile Coach from IT service provider Hyand, accompanies our change process and supports the implementation of our strategic projects.
In order to improve our service and support for our customers, we are driving forward the development of modern, modular software solutions. Together with Hyand, we are establishing an agile form of collaboration between the Innovationswerkstatt, IT and the specialist department, thereby promoting the sustainable further development of carexpert.
Ivan Tott
Head of IT and Project/Process Management at carexpert
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