An international automotive supplier, the market leader in gears and transmission development, asked for support to improve the SW development processes and project collaboration regarding to Lean and Agile aspects.
After a value stream analysis, my mandate became clear: working as an executive coach with the upper and middle management of SW department (coaching 12 managers); coaching on team level 4 dev teams (up to 20 employees).
I introduced agile thinking and value thinking (Scrum, Kanban), system thinking, and design thinking as a problem-solving method into the SW department.
I facilitated value stream workshops on department level. With 2 new teams, the client started cross-functional feature teams - my role was coaching team members, product owners, and team lead management.
In 2018 we started an improvement initiative as a continuously running lean change management program on the SW department level (approx. 260 people). My role was to be a sparrings partner for the management to discuss the transition activities and to facilitate all workshops.