Talk: Transforming a FTSE 100 Data function via Agile
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Speaker:
Michael Connor
Talk description
Title:
Transforming a FTSE 100 Data function via Agile
Short synopsis:
A talk describing the Agile transformation journey launched and embedded into the Group Data Analytics function within Sainsbury's, which was supported by JCURV. The presentation will be co-presented by Vikram Jain (managing Director of JCURV) and Helen Hunter (Sainsbury's Group Data Officer).
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Long synopsis (optional):
The following provides an overview of the approach taken in the transformation and the high level structure the talk would follow: DACE context • Sainsbury’s has the UK's largest Data Analytics capability • The Group Data Analytics function was seen to be underperforming due to low levels of value being delivered for the money being invested • A new Chief Data Officer was put in place and JCURV was asked to support the transformation journey • The overall goals, outcomes and portfolio of the function were ambiguous leading to several teams not necessarily focusing on the highest value outcomes • The project focus was to increase the speed, efficiency and effectiveness of the 250 FTE team whilst reducing the overall operating cost. JCURV’s approach 1. We firstly ran a diagnostic to understand the current capability and performance in the division, looking at: – The Agile Leadership structure and their involvement in delivery – The delivery squads formed, their capability and ways of working – The functional disciplines of the roles within squads – The Business Product Owner roles and support for the data delivery squads 2. We used the findings from this diagnostic to shape the coaching support we provided to maximise value delivery: – At a Leadership team level, we focused on the Agile fundamentals that they needed to role model and help embed, how they could better empower their colleagues, and the skills and behaviours required for Agile leadership – 17 squads were established, focused on revenue optimisation through to re-platforming analytics technology platforms such as the data dictionary – We worked with the squads to support and better embed their Agile ways of working through refresher training and ongoing coaching – With the Product Owners we helped them better define the goals, the value to be delivered and then prioritised the portfolio in a more structured way – We also introduced Agile budgeting, a portfolio management approach and governance to ensure teams will continue to focus on the highest areas of value 3. To ensure that this way of working was sustainable into the future, we helped embed the ownership of this approach into the business, by: – Establishing several Community of Practices to own working practices and behaviours and to become the centres of excellence – Supported the creation of an Agile playbook and learning hub to capture and share good practices. After 6 months the transformation effort resulted in several key positive outcomes: • Reduced the annual operating costs by 25% within 8 weeks • Aligned the overall functions’ portfolio to the business priorities, breaking down internal silos • Revenue increase (e.g. optimising online sales) • Reduced costs (e.g. optimised logistic costs) • Aligned the teams to the highest value challenges, • Trained 250 team members in good practice agile ways of working Our joint learning to share with the conference would be: • Essential to have the leadership aligned and open to embedding Agile ways of working • To make a material impact, you have to combine training and coaching • Most effective to train and coach in cross-functional working teams to apply the learnings to make a material difference • Focus first on the highest priority teams based on value and complexity • Give ownership of Agile to the entire team by frequent communications and communities of practice • The successful use of agile in Data Analytics at scale!
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