June 2019CIOAPPLICATIONS.COM 19We use agile principles and practices to achieve greater collaboration between people which is fundamental to becoming an agile organizationunderstand agile principles and practices and have the confidence to adopt them. Although based upon a standard training program each workshop is tailored to an organization's needs. In the workshop, we explain agile principles, practices, tools, and the intention behind agile ways of working. Going forward, we intensify the coaching and work alongside people to put the practices in place. Further, we find and eliminate the constraints that hinder communication and facilitate conversations between teams for better collaboration.Would you like to elaborate on your key differentiating factors in the market?The way that we provide our services is to have impact and affect change in the organization rather than selling packages. Even though we provide training in isolation, the outcome is clear from the first day of training. We want them to be value-based and measurable. In some cases, it is related to the confidence levels in people. We have developed an internal application that measures the confidence quotient of the employees very effectively across engagement or training. This helps us differentiate ourselves from the competition and keeps us focused on delivering value to our clients. Besides, the facet that makes us exceptional in the market is that we slowly back out of the client company once people start to make a change and take the lead. We don't intend to make long-term revenue; what we are trying to do is to make a difference to people so that they can manage their organization in a better way without external help.Please share some customer success stories.This particular client is an international manufacturer of high-end consumer products. The client wanted to align with their strategic goals and take ownership of the direct engagement with their customers. We started the conversation with the executives and presented them with the road-map to change. We engaged with different teams across the organization from marketing to supply chain and from finance to HR. The process started with simple Kanban boards, and we had conversations about the actions that need to be performed and how to do them better. After getting their daily mechanism in place, they started to apply the practices on the day-to-day as well as at the project level. The application of these practices gave them better success rates in terms of delivering end-to-end projects. How has the track record been for the company, and what does the future hold for Agility in Mind?We are keen on building our organization organically, that is by directly employing our consulting team rather than using an associate model. This may have constrained our growth a little because we are building the capability within the organization so that we always have full confidence in our ability to fulfil on the promise for change. The people that we bring into the organization are aligned with our value proposition and are capable of upholding the quality associated with the brand. However, we continue to grow between 20 to 40 percent annually, the majority of which comes through our reputation and word of mouth. What we want to be is an organization for people who are willing to make a change. We are quite proud of the fact that we are listed in the Financial Times UK top management consultancies, two years consecutively.
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