Working with a Data Team to Adopt Agile & Adaptive Ways of Working
WESFARMERS
Wesfarmers AAC, an embedded data startup within a traditional structure, faced challenges in modernising its operational approach. Despite being encumbered by numerous high-priority projects and conventional organisational silos, the team, powered by capable leadership, sought to adopt agile and adaptive work methodologies.
A meticulous approach was employed to enhance collaboration, improve prioritization mechanisms, and revamp organizational configurations, fostering a more conducive environment for efficiency and innovation. This represents the team’s committed effort to transcend conventional barriers and foster an ecosystem of enhanced productivity and strategic alignment.
WAYS OF WORKING • AGILITY • ADAPTIVE • ORGANISATIONAL STRUCTURE • COACHING
THE CHALLENGE
How might we restructure and guide the Wesfarmers AAC team to enhance collaboration, improve communication, and effectively prioritise projects, thereby fostering a modern, agile, and adaptive work environment despite previous organisational challenges and frustrations?
Our Approach
We joined the Wesfarmers AAC (Advanced Analytics Capability) team on the heels of a failed engagement with another agile consultancy. The team was frustrated, but still keen to learn to work in a better, more modern way.
The team members and leaders were smart and capable, but they were drowning in too many “priority one” projects and activities – and creating unwanted tech debt as they rushed to meet deadlines. In addition, they had a more traditional organisational structure which meant silos had formed, and communication was a challenge. There was not enough collaboration or even visibility across the wider group.
Fortunately, the team’s leadership was highly engaged and open to change - and so we were able to tackle the issues head on. Ways of working were evaluated and improved; the team’s vision & strategy co-created; a critical prioritisation tool was created, and the team’s organisation was re-structured to bring the right people to the work in a timely, cross-functional way.
We introduced modern work tools (Miro & Trello) and helped them engage with each other while using them. Finally, we helped the leadership team learn about each other using the Neu21 developmental edge coaching system.
The Results —
The output of the team had improved exponentially by the time our engagement had wrapped up, and the end of engagement feedback we received was universally positive. We were asked to come back and assist with other business areas.