24. august 20181

Den agile transformation hos TrygAnne Nørklit Lønborg, Vice President IT Development4. Oktober 2018

GOING AGILE

Tryg’s journey towards an agile future

WORTH MENTONING

3

”IT’S A DEMANDING,

CHALLENGING, AND

EXCITING TASK

TURNING A 300-YEAR-

OLD SUPERTANKER INTO

AN AGILE SPEED BOAT.”- Morten Hübbe, July 10th, 2018

THE WHY

WE HAD BECOME TOO

HEAVY IN A BUSINESS

THAT IS RACING TOWARDS

THE FUTURE…

…AND IT

DEVELOPMENT

WAS MORE

SUPPLIER

THAN CO-

CREATOR

THE WHAT

WE NEEDED MORE SPEED

AND MORE ENERGY

SO OUR AMBITION WAS TO IMPROVE ON SPEED AND

CREATE A NEW MINDSET TO

• realize benefits faster

• create closer collaboration between IT and business

• increase satisfaction with deliverables

• improve job satisfaction

WE NEEDED MORE SPEED

AND MORE ENERGY

WE NEEDED TO MOVE FASTER ON…

TIME TO MARKET

WE NEEDED TO MOVE FASTER ON…

TIME TO MARKET

NEW INNOVATIVE SOLUTIONS

WE NEEDED TO MOVE FASTER ON…

TIME TO MARKET

NEW INNOVATIVE SOLUTIONS

MORE BUSINESS BENEFITS

WE NEEDED TO MOVE FASTER ON…

THE HOW

BACKGROUND -MILESTONES ON OUR AGILE TRANSFORMATION JOURNEY

Autumn

2016

3 pilots in Tryg in Denmark showed a huge potential for an agile transformation.

BACKGROUND -MILESTONES ON OUR AGILE TRANSFORMATION JOURNEY

Autumn June

2016

2017

3 pilots in Tryg in Denmark showed a huge potential for an agile transformation.

All projects in Tryg were based on agile tools: “Short n’ fat together”, “Play by the book”, and “Build the energy”.

BACKGROUND -MILESTONES ON OUR AGILE TRANSFORMATION JOURNEY

Autumn June Autumn

2017

2017All projects in Tryg were based on agile tools: “Short n’ fat together”, “Play by the book”, and “Build the energy”.

Norway started the same journey based on the Danish agile Playbook.

The majority of IT and a part of the business development were trained and educated.

2016

3 pilots in Tryg in Denmark showed a huge potential for an agile transformation.

BACKGROUND -MILESTONES ON OUR AGILE TRANSFORMATION JOURNEY

Autumn June Autumn February

2017

2017 2018Agile transformation succeed. Now dedicated teams are allocated to business areas. The journey continues.

All projects in Tryg were based on agile tools: “Short n’ fat together”, “Play by the book”, and “Build the energy”.

Norway started the same journey based on the Danish agile Playbook.

The majority of IT and a part of the business development were trained and educated.

2016

3 pilots in Tryg in Denmark showed a huge potential for an agile transformation.

19

EXPERIMEN-

TING OUR

WAY FOR-

WARD WITH

PILOTS- to learn how execution based on agile principles worked in a Tryg context

Courage to

experiment

Ability to

learn fast

Some

persistance

WE LEARNED FROM THE PILOTS THAT THERE IS A HUGE POTENTIAL IN GOING AGILE ON PROJECTS

Sep

Oct

Nov

Dec

2017

• Reduced execution time by 50 %

• High satisfaction with the new way of working

• Increased quality of products

• Broken down boundaries between IT and business

APPETIZE FOR MORE

DOUBLE AS FAST,

HALF THE PRICE –

THAT’S WORTH

CHASING!

TrygNemt

Danbolig

Kollektiv

ulykke

2016

2018

Play by the

book

Build the

energy

More intense projects

and presence

50-100 % allocations

Inspiring rooms

Offshore/presence

More team play

More experiments

Autonomy

Trust

More fun!

Collaborative, visual and intuitive tools

Easy, simple and interactive

Some mandatory, some optional

WE LEARNED FROM THE PILOTS WHAT AGILE WAS IN TRYG AND WHAT WE WANTED TO IMPLEMENT GOING FORWARD

In 2017 Projects has becomelonger and thinner due to

hesitance to prioritise scarceresources

Realising the full potential of agile calls for increasingcapacity and prioritising

projects

LACK OF CAPACITY

AND PRIORITY WAS

A BARRIER

IMPLEMENTING

AGILE AND TO GO

”SHORT ‘N’ FAT”

TOGETHER

23

WE MANAGED TO

Increase employee satisfaction

due to higher focus and intensity.

Improve cooperation between IT

and business with a common

focus on capacity and allocation.

AGILE FORCED US TO

BE MORE EFFECTIVE

AND FAST

PLAYING BY THE BOOK MEANS THAT ALL TEAMS ARE FOLLOWING THE SAME BASIC FLOW, USING THE SAME TOOLS

Play by

the book

HOWEVER,

Introducing the right tools and methods are not

enough – they need to be easily accessible.

And working with mindset, new roles and

responsibilities is the really tough part.

TOOLS

PRACTICES

PRINCIPLES

VALUES

MINDSET

Orders and control

Structural and cultural changes

Learning organisation

SO WORKING INTENSIVELY WITH MINDSET, VALUES, AND PRINCIPLES IS EQUALLY IMPORTANT AS THE TOOLS

AND IT STARTS WITH THE LEADERS

Play by

the book

CLEARLY

COMMUNICATING

A SHARED AND

ALIGNED WHY,

WHAT, AND HOW

WAS A KEY

ELEMENT IN THE

CHANGE EFFORT

Build the

energy

“Going Agile” requires an immense effort from the leadership team to drive the transformation by getting closer to developers and teams. Being hands-on, demonstrate an agile mindset and build trust to support the agile principles, changing culture and habits.

TRUST

BEFORE

CONTROL

ACTIVE LEADERS AND

STEERING COMMITTEE OWN THE

IMPACT SHOW UP

Build the

energy

BUILDING ENERGY

AND ENGAGEMENT

FOR EMPLOYEESEstablishing trustful relations across IT and the Business, between Project Managers and Product Owners, improve real co-creation

Build the

energy

“GOING AGILE” WAS BOILED DOWN TO SOME SIMPLE DOGMAS FOR OUR FUTURE AMBITIONS FOR PROJECT WORK

Need for

speed

WHY?

Innovative

value creationFast to market

WHAT?

Short n’ fat

togetherPlay by the

book

Build the

energy

HOW?

THE AGILE JOURNEY

CONTINUES

Integrate ALKA agile

setup

SaFe scaled agile

methodology

Agile Transformation Project with all Business Units

Communities of passion

Change the way we

cooperate with operations

with DevOps