YOOX NET-A-PORTER GROUP
It's very common for established companies to perform some sort of agile transformation. Quite often this involves hiring a consultant, giving a crash course in agile and typically scrum, and then suddenly mandating teams to work in that way. Development teams are restructured and processes are put into place. Does this really work, though?
Having worked in a variety of environments, ranging from start-up to corporate, I offer my thoughts on the topic and use some case studies from my own experience to show how I feel it's best to get development teams working in an agile manner. I also touch on what it means to encourage bottom-up behaviour from development teams rather than top-down from management and how you can use a bottom-up culture to facilitate change in your teams.
You will walk away from the session with some takeaway points to help facilitate change in your development team, especially if you have recently decided to take the plunge into the world of agile.
I work as a delivery manager at YOOX NET-A-PORTER GROUP, the largest online luxury fashion retailer in the world. Prior to this I worked in a couple of different companies with differing practices and processes, along with their own take on agile. I've worked with many different teams in my career and had the opportunity to experience change in different ways, both at organisational and team level.