Large corporations struggle with slow, unpredictabile and inefficient IT. The top management is not even dreaming of fast throughput or Agility.
Agile and Scrum work in small organizations. How can large corporations get the same benefits?
We started by looking at the reality of big organizations. How silos, fragmentation, queues and big batches dominate the everyday life. Eventually the leaders spend most of their time managing problems.
After analyzing the root causes for the situation, we looked at the key points of Large-Scale Scrum (LeSS), and how they address the problems of large organizations.
LeSS enables Agile teamwork, direct customer contact, immediate feedback and minimal bureaucracy also in large organizations. Corporations like Nokia Networks and Ericsson have used it soon 10 years with over thousand developer organizations. In the financial sector examples are Union Bank of Switzerland ja J.P. Morgan. Later this year Gosei will arrange a case seminar about Bank of America Merill Lynch.
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Before finding Agile, Ari built software for embedded distributed fault tolerant software for seven years. For the next decade he worked as an organizational therapist with cultural change, teamwork and leadership. Since 2006 he has contributed to LeSS-flavoured Agile transformations including mechanical engineering, market automation, and embedded system development. For the last couple of years Ari had international coaching assignments ranging from teams to board.