-: Ista is the leading metering and submetering player
in Europe and the Middle East.
We are present in 20 countries
and we have more than 60 million
measuring devices out there in the field.
(upbeat music)
Well, for me, agile at scale is
the state of the art management system.
Even for successful companies like us,
from my perspective, it's a prerequisite
to be prepared for the future.
(upbeat music continues)
Number one, prioritization.
Agile at scale ensures, even enforces, you
to prioritize your business initiatives
based on business value.
Number two, alignment.
Agile at scale with its ceremonies makes sure
that all managers and employees
are aligned along the business priorities.
Number three, dedicated staffing.
People are staffed 100% on squads,
making sure they can fully focus on their mission.
Another important point, elimination of coordination roles.
With agile at scale, you eliminate those roles
and minimize the number of handovers.
Customer centricity is yet another point.
Agile at scale makes sure you get early
and regular customer feedback,
and all the products and processes you develop
are really, truly customer centric.
And last not least, everything is measured.
With agile at scale, you introduce ambitious OKRs
and measure the progress with KPIs throughout the process.
(upbeat music)
Well, number one, you need the full commitment of the CEO,
of course, and key players of the management.
Number two, you need a core team of colleagues
who truly believe and understand the methodology
of agile and who can act as
an ambassador at the organization.
And number three, communication.
When you start to announce that you're going
for agile at scale, to the time you actually go live,
people feel a certain level of uncertainty.
And even though there's a very positive perception
towards agile, still it requires a lot of communication
to really have everyone on board and keep people motivated.
(upbeat music)
Prior to the transformation and throughout,
BCG made sure that the full management team was on board.
BCG also helped us to design and build
the tri-action squad model.
Thirdly, BCG helped us to implement
the agile steering model, which is really important.
And of course, BCG also offered trainings to our people,
particularly trainings for the new roles
like tribe leads, product owners, and chapter leads.
(upbeat music continues)
-: Where companies fail often is the execution
of strategy and how do you bring
and communicate strategy into the organization,
and that's where agile plays a major role.
That's where we've done exactly that;
to break down strategy into the organization
and adjust our full organizational setup
towards our strategic priorities.
We start to focus much, much more on business outcome
and value creation, not so much on discussions
around additional resources here and there.
And that will for sure help us
to create value going forward.
-: First of all, what I do see is an increased level
of drive, entrepreneurship,
and commitment across the organization.
What I also see is, I see a lot of top talents
who have been hidden throughout the organization
who now shine in new roles,
and number three, the speed of adaptation.
And we already got this as feedback
from a couple of our largest customers,
that we adapt much faster to new challenges,
new regulations, and other aspects
which affect our business.
We had a record year last year, and of course
agile at scale contributed to that.
(upbeat music fades)