An international automotive supplier, 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 an analysis the mandate became clear: working as executive coach with the upper and middle management of SW department (coaching 12 managers); coaching on team level 4 devteams (up to 20 employees).
I introduced agile thinking and values (Scrum, Kanban), system thinking, and design thinking into the SW department. I facilitated value stream workshops on department level. We started 2 new teams as cross-functional feature teams (my role was coaching team members and product owners).
In 2018 we started an improvement initiative as a contiuously running lean change management program on SW department level (approx. 260 people).
My role was being a sparrings partner for the management to discuss the transition activities and to facilitate all workshops.