An organisation made a significant investment in a transformation centre of excellence. After fifteen months of promoting the approach however, little change had taken place. No teams had visibly taken up contemporary delivery methods.
Our hypothesis was that achieving small wins would:
- demonstrate the value of a new way of working,
- create a small group of sponsors who would promote through word of mouth, and
- open doors to changing some of the areas in most need of rejuvenation.
IntegrationQA identified teams who were contemplating the new way of working and invited them to self-enrol for intensive coaching. A team of coaches tried various methods with a number of teams, and measured the value with the teams themselves. The coaches compared and refined their methods.
Teams developed their own priorities for implementing new ways of working.
As teams applied the new practices they had learned, they began to deliver more and receive positive feedback from their managers and customers.
Word of mouth stories about their success began to spread. The stories created significant awareness of success amongst the broader organisation. The coaching team used them to open discussions with areas in significant need of change.
Demand for the coaching services grew. In only three months, the centre of excellence team had grown to meet the demand for its services. It had extended its reach into areas of the organisation not previously considered. Work continues to try and change the high need areas.