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In this case study, Scrum@Scale Trainer Alexander Alarid presents his experience at a large, multinational consumer electronics company. The transformation began with the SAP division which sat between sales and finance, incorporating not only enterprise software but hardware as well. This division was the “heartbeat” of the organization, but struggled to “build the right thing the first time,” and needed to improve efficiency and quality.

There was a large middle-management layer, a large contractor-workforce, and a long-time employee workforce, which meant a strongly engrained culture that could make change even more difficult. The challenge was to harness the dedication and energy of the workforce to stimulate investment into the culture of the organization.

Alexander and team started at the top, working with C- and V- level executives. The first Scrum Teams created were the management teams, who self-organized into Scrum of Scrums with an Executive Action Team (EAT). Working in this manner helped them to rapidly recognize that the component-based team structure that existed was in conflict with their goals of delivering more value faster.

Implementing the principles underlying Scrum@Scale enabled the transformation to organically grow to 30 teams worldwide. Management became agile leaders, empowered to help the teams. Contractors became engaged stakeholders. Technical debt and operational debt were significantly reduced, and the organization was able to leverage the art of maximizing work not done in order to focus on delivering work of the highest possible value.

Alexander Alarid is an Agile Coach and Scrum Trainer, with over 20 years experience in numerous practices (inducing digital and enterprise systems) in agencies, start-ups, and public companies.

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