WEBVTT

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So Latecoere is an aircraft parts manufacturer

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operating for airframers and airlines.

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And we deliver parts for aerostructures

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and interconnection system.

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We have decided to go for the agile methodology

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because the market is requiring to inject a breakthrough

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in a shorter time than what we could reach

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using the conventional methodology.

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As an example, it takes four years approximately,

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to fully develop a door starting from scratch.

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And if we were to follow the schedule,

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we wouldn't meet the market milestones

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for the next aircraft development.

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So we said what can we do?

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And we say let's move for the agile methodology.

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And we say we want to divide the schedule by two,

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by a ratio of two,

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and what we achieved actually was slightly better.

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It started with a trust we had with you

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and the ability to embark us on that journey.

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We wouldn't have tried this otherwise.

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It took 18 months,

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starting from the white paper, from nowhere,

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up to that minimum viable product at level three

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which was exhibited at the Paris Air Show this year.

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And that was a really big change in our expectation,

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but also in our customer's expectations.

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We had ideas, and we have generated solutions

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that we wouldn't find

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if we were to develop the program in the standard way.

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So the team is very proud to be the first team in aerospace

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to inject agile methodology,

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or to apply agile methodology on a structures product,

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and they are really proud of that,

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because actually it's their success.

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The customer was not initially convinced

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that this will deliver a breakthrough

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and significant result.

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Actually they were a bit skeptical,

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but this progressively changed into a conviction

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that yes, it will work, and then by the proof of the result,

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the actual outcome, they were really convinced

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that this is a great approach.

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The main leadership skill that we have to show

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and that we have to leverage

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when we go through this agile journey is twofold.

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The first one is trust.

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And the second one is empowerment.

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You have to refrain from being intrusive

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of micromanaging the team.

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After running the project

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and after this journey through the agile methodology,

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we wouldn't change anything

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because the customer is happy,

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the executive committee is happy, the team is happy,

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all the results have been met ahead of schedule

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with a result in excess or beyond expectation

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regarding the technical outcome

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and the performance of the system

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and the cost was reduced as well.

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If I was to provide an advice to another aerospace company

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to implement the agile methodology-is just do it.

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Don't be afraid, but be sure that you're prepared to support

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this key change in the organization

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and to make it successful.