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Case study Knab

Scrum was introduced at Knab in 2015, with a focus on the process and the technical side. After a year, Knab wanted to take the next step in the field of agile working, but they noticed that this required a mind shift and culture change. Agile Business Builders was then specifically asked to coach on the agile mindset, the culture change and attitude and behavior because of her experience with the 'soft' side of change in order to achieve the correct implementation of agile working.
Door: Agile Business Builders op April 15, 2021.
Read in: 2 minutes.

Task

Initially, ABB was asked to help start up two new teams with a strong coach focus on the agile mindset and the new way of working together. Knab has chosen to work with two coaches from ABB, with two different profiles. For the coaching, ABB uses various tools related to motivations and personal preferences to allow individuals and teams to understand how precisely these different profiles within a team can reinforce each other. By also approaching the assignment in this way, this added extra power in practice.

culture shift

It soon became clear that a leading coalition was needed to achieve a culture change; ambassadors of the agile mindset with a positive and proactive attitude. Agile working was also new for the transition team. From that moment on, the agile coaches have also become active members of the agile transition team to help them approach the transition in an agile way. This broadened the scope of the assignment.

Challenges

The challenges after the first year of agile working were: more coordination and cooperation between the different Scrum teams, bringing the PO group together, the Scrum Masters who learn to find each other better, setting up an unambiguous way of working agile, finding a rhythm that organization, finding ways in which the agile mindset is not only secured, but also more assertiveness and pro-activity within the teams and the transition from a number of Scrum Masters to the role of the Product Owner.

Benefits mindset coaching

Knab has now got into an organizational rhythm and the Product Owners and Scrum Masters are ready to carry the next phase together with the agile transition team and internal agile coaches. Furthermore, the key figures of this transition can use their positive influence towards the rest of the organization. The mind shift regarding the culture has taken place and the importance of an agile mindset is understood, also within recruitment. The Retrospectives go deeper than just a process evaluation, continuous improvement and learning is anchored in the behavior of the coached teams. Forming a feedback culture has been taken up by HR and the teams have sufficient tools and insight, in both the process side and the soft side, to take the next steps themselves.


Would you like to know more about Knab's specific services and objectives? Click here.
Want to know more about what Lagant can do for your organization? Click here.

Task

Initially, ABB was asked to help start up two new teams with a strong coach focus on the agile mindset and the new way of working together. Knab has chosen to work with two coaches from ABB, with two different profiles. For the coaching, ABB uses various tools related to motivations and personal preferences to allow individuals and teams to understand how precisely these different profiles within a team can reinforce each other. By also approaching the assignment in this way, this added extra power in practice.

culture shift

It soon became clear that a leading coalition was needed to achieve a culture change; ambassadors of the agile mindset with a positive and proactive attitude. Agile working was also new for the transition team. From that moment on, the agile coaches have also become active members of the agile transition team to help them approach the transition in an agile way. This broadened the scope of the assignment.

Challenges

The challenges after the first year of agile working were: more coordination and cooperation between the different Scrum teams, bringing the PO group together, the Scrum Masters who learn to find each other better, setting up an unambiguous way of working agile, finding a rhythm that organization, finding ways in which the agile mindset is not only secured, but also more assertiveness and pro-activity within the teams and the transition from a number of Scrum Masters to the role of the Product Owner.

Benefits mindset coaching

Knab has now got into an organizational rhythm and the Product Owners and Scrum Masters are ready to carry the next phase together with the agile transition team and internal agile coaches. Furthermore, the key figures of this transition can use their positive influence towards the rest of the organization. The mind shift regarding the culture has taken place and the importance of an agile mindset is understood, also within recruitment. The Retrospectives go deeper than just a process evaluation, continuous improvement and learning is anchored in the behavior of the coached teams. Forming a feedback culture has been taken up by HR and the teams have sufficient tools and insight, in both the process side and the soft side, to take the next steps themselves.


Would you like to know more about Knab's specific services and objectives? Click here.
Want to know more about what Lagant can do for your organization? Click here.

By Agile Business Builders

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