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<v ->Ista is the leading metering and submetering player</v>

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in Europe and the Middle East.

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We are present in 20 countries

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and we have more than 60 million

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measuring devices out there in the field.

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(upbeat music)

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Well, for me, agile at scale is

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the state of the art management system.

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Even for successful companies like us,

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from my perspective, it's a prerequisite

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to be prepared for the future.

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(upbeat music continues)

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Number one, prioritization.

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Agile at scale ensures, even enforces, you

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to prioritize your business initiatives

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based on business value.

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Number two, alignment.

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Agile at scale with its ceremonies makes sure

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that all managers and employees

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are aligned along the business priorities.

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Number three, dedicated staffing.

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People are staffed 100% on squads,

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making sure they can fully focus on their mission.

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Another important point, elimination of coordination roles.

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With agile at scale, you eliminate those roles

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and minimize the number of handovers.

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Customer centricity is yet another point.

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Agile at scale makes sure you get early

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and regular customer feedback,

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and all the products and processes you develop

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are really, truly customer centric.

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And last not least, everything is measured.

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With agile at scale, you introduce ambitious OKRs

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and measure the progress with KPIs throughout the process.

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(upbeat music)

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Well, number one, you need the full commitment of the CEO,

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of course, and key players of the management.

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Number two, you need a core team of colleagues

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who truly believe and understand the methodology

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of agile and who can act as

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an ambassador at the organization.

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And number three, communication.

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When you start to announce that you're going

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for agile at scale, to the time you actually go live,

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people feel a certain level of uncertainty.

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And even though there's a very positive perception

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towards agile, still it requires a lot of communication

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to really have everyone on board and keep people motivated.

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(upbeat music)

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Prior to the transformation and throughout,

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BCG made sure that the full management team was on board.

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BCG also helped us to design and build

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the tri-action squad model.

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Thirdly, BCG helped us to implement

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the agile steering model, which is really important.

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And of course, BCG also offered trainings to our people,

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particularly trainings for the new roles

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like tribe leads, product owners, and chapter leads.

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(upbeat music continues)

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<v ->Where companies fail often is the execution</v>

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of strategy and how do you bring

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and communicate strategy into the organization,

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and that's where agile plays a major role.

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That's where we've done exactly that;

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to break down strategy into the organization

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and adjust our full organizational setup

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towards our strategic priorities.

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We start to focus much, much more on business outcome

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and value creation, not so much on discussions

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around additional resources here and there.

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And that will for sure help us

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to create value going forward.

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<v ->First of all, what I do see is an increased level</v>

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of drive, entrepreneurship,

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and commitment across the organization.

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What I also see is, I see a lot of top talents

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who have been hidden throughout the organization

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who now shine in new roles,

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and number three, the speed of adaptation.

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And we already got this as feedback

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from a couple of our largest customers,

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that we adapt much faster to new challenges,

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new regulations, and other aspects

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which affect our business.

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We had a record year last year, and of course

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agile at scale contributed to that.

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(upbeat music fades)