Read this article about Delane Consulting, one of our finalists, in the category Best Achievement in Operational Excellence to deliver Business Transformation, selected by the independent judging panel, for the 2019 Business Transformation & Operational Excellence Industry Awards program. Click here to read articles on other finalists.

The Product Development organization in a Fortune 15 US-based telecommunications company was not satisfied with its product development funnel. Their product development process lacked transparency, predictability, on-time delivery, optimum utilization of resources, clear portfolio management, and clear benefit management. In addition,  the relationship between IT and Business partners was not at its best!

Five major issues were identified:

• Lack of innovative new product ideas
• Lack of portfolio management
• Lack of capacity management
• Lack of benefit management
• Lack of agile and lean concepts
  

Theo Bell

Delane’s team started with a strategy working session with the leadership team of the Product Development organization.

We started by answering three “Why” questions.

“Why do we exist?” which by answering we agree as a leadership team on a vision and a mission for our group. “Why change?” which by answering we agree and support the transformation initiative we are about to start. “Why didn’t we  succeed?” which by answering we agree as a leadership team to address real issues that got on our way to succeed.

Next, we focused on answering three “What” questions. “What is our target end state?” which by answering we align on common objectives. “What do we expect along the journey?” which by answering we set the expectation of the change management effort needed to lead a successful business transformation program. “What success looks like?” which by answering we agree on a set of metrics to baseline and track as we mature in our transformation journey.

Finally, we answered the one “How” question. “How do we transform?”

To answer the How question, Delane proposed an end to end Business Transformation initiative designed to transform the entire Product Development ecosystem. Delane’s Lean Business Agility (DLBA) framework was put as an operational model, which is built on four key pillars of Business Transformation

• Culture Transformation
• Lean Product Development
• Agile Delivery
• Proliferation and Sustainability
  
  

Fady Zachary

Delane’s approach to start the transformation initiative was to pilot the proposed framework with some projects. Candidate projects were chosen based on their complexity and importance to the business. Stable teams were formed, having in mind the inability to dedicate resources full time, and allowing for teams scattered across the nation to be part of the team. Metrics of success were defined, and a baseline was established to compare against. The pilot team started sprinting and measuring their velocity. In three months the first MMP was delivered achieving 40% reduction of cycle time, 60% less reported bugs, and higher customer satisfaction.

Pilot proven success! It was time to proliferate across the org!

After two years, Delane’s support resulted in significant reduction in the Time to Market metric (> 50% reduction), improvement in the Customer Satisfaction metric, and observable increase in employee happiness and retention.

The leader of the product development organization who sponsored the business transformation program got awarded the “Credo Award” for rolling out the DLBA program resulting in shorter Time to Market and enhanced Customer Experience.

Delane continues to act as a trusted advisor to the Product Development team.

Figure 1. The 4X4 of Business Agility by Delane Consulting & Talent Management