Learn how the separate worlds of vehicle engineering and IT came together at Porsche to reimagine the sports car of the future
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Revolutionary things can happen when pizza is being served. You’ll find out why when you join Porsche visionaries Mattias Ulbrich and Dr. Oliver Seifert for a candid discussion about transforming one of the world’s most iconic motoring brands into a digital-first pacesetter.
As huge technological advances usher in an automotive renaissance, Porsche is moving at top speed to meet the evolving needs of its customers. They are fully focused on making their cars a central element of their buyers’ lifestyles through digitalization, connectivity, and electromobility. This requires total business agility throughout the enterprise, a new mindset, and a new way of working together closely. It also requires vehicle engineering and software teams to collaborate closely and harmonize the differing speeds at which they traditionally work. This might have been daunting for any company that is as storied and successful as Porsche.
“The most important thing is that you shouldn’t underestimate that the digital world is totally different from the physical world,” says Ulbrich.
But Porsche didn’t let this slow them down. To build bridges between the groups, the company created new opportunities for people to talk, learn, and understand each other with the help of SAFe. They created the Porsche “Takt,” the heartbeat that synchronizes the teams. They focus on results and communicate the vision in a way that motivates people to visualize opportunities for change.
Says Ulbrich, “If you look right now in a team, you couldn’t distinguish whether a person is from R&D, IT, sales, or marketing. They work together.”
Presented at the 2021 Global SAFe Summit, October 2021 by:
Mattias Ulbrich, Chief Information Officer of Porsche AG and CEO of Porsche Digital
Dr. Oliver Seifert, Vice President R&D Electric/Electronics /Porsche AG
Interviewer: Michael Clarkin, Chief Marketing Officer, Scaled Agile, Inc.SHOW LESS
How the legendary automotive brand approached Lean-Agile Transformation by building the Digital Product Organization
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Porsche leverages the power of using one language for roles, routines, and artefacts as they bring Porsche’s experience into the digital age.Porsche experience into the digital age.
In this presentation by Porsche transformation leaders, you will:
Get insights about the transformation approach and setup
Learn about the critical success factors at the beginning of the transformation
Find out more about over one year of a fully remote transformation experience and remote ART Launches
Get to know how the LACE Team handles different transformation velocities within the organization
Experience “Porsche Takt” as the Heartbeat of the transformation
Presented at the 2021 Global SAFe Summit, October 2021 by:
Alena Keck, Senior Manager / MHP – A Porsche Company
Jan Burchhardt, Director Digital Transformation /Porsche AG
“SAFe seemed like a 1-to-1 match for us. Someone had already come up with a model to address our needs, which brought better requirements management, prioritization, governance, and a common language for the entire organization.”
—Risto Reinikainen, Head of Lean Agile Center of Excellence, Telia Finland
Challenge:
In the competitive, fast-moving telecom market, Telia Finland sought to deliver more capabilities to customers, but that longstanding waterfall methods kept it from moving forward.
Industry:
Telecommunications
Solution:
SAFe®
Results:
39 percent more capabilities than before
34 percent less cost
94 percent accuracy delivering on commitments for a major rebranding
Teams deliver incrementally and more often
People are more engaged in and satisfied with their work
Best Practices:
Don’t skip training – Telia trained as many people as possible on Leading SAFe and Implementing SAFe, with many earning SAFe® Agilist (SA) and SAFe® Program Consultant (SPC) certifications. When they hit the critical mass, everything began running more and more smoothly.
Get help, especially in the beginning – Telia engaged partners for training and guidance for the first one to two years to speed up implementation
Prepare suppliers – The company provided way of working documentation (WoW) and training for suppliers
Plan ahead – Do your homework on epics and features, and prepare carefully for ceremonies, especially for PI Planning
Telia is a leading telecom operator in the Nordic and Baltic regions with 21,000 employees and 84.2 billion SEK ($9.46 billion USD) in net sales. Telia Finland is a major player in the Finnish market with operations on mobile, broadband, fixed line, and TV.
Within the country, multiple companies compete for a share of the telecom market. To stay ahead of the competition, in 2011 Telia Finland began a transformation initiative to deliver innovations to customers faster. At the time, the company struggled with infrequent and often delayed releases—about every nine to 12 months—and quality issues, with various groups placing the blame on others.
“The market, especially in the mobile business, is constantly changing,” said Risto Reinikainen, Head of Lean Agile Center of Excellence at Telia Finland. “To compete, we have to be very proactive and agile in bringing out cutting-edge offerings.”
To that end, individual teams and projects spent several years applying more or less homegrown practices to achieve goals, including improving communication, putting more emphasis on statements of work, better requirements management, and close follow-up of activities. Yet none of these disparate activities produced the results they sought and most projects continued in waterfall.
SAFe®: A Perfect Fit
Driven by an urgent need to change, Telia researched Agile methodologies. When they came across SAFe, it seemed like a perfect fit for their objectives.
“SAFe seemed like a 1-to-1 match for us,” Reinikainen said. “Someone had already come up with a model to address most of our needs, which brought better requirements management, prioritization, governance, and a common language for the entire organization.”
To begin the journey of adopting SAFe, Telia engaged partners such as Scaled Agile Partner CGI for training and coaching. Partners initially trained approximately 100 people on Leading SAFe®. The next natural step was to train Telia’s own people on Implementing SAFe®. During the fall of 2016, four people earned SAFe® Program Consultant (SPC) certification and began leading training as well..
The company kicked off its first Program Increment (PI) in 2015. Since many within the company had worked with loose Agile concepts previously, most individuals were ready and willing to embrace a more mature framework. Yet, the first few PIs did not go as smoothly as hoped as people were still getting accustomed to the new terminology and method. The structure, however, kept people engaged and with a clearer vision about their roles.
“The First Planning sessions were more or less chaotic,” Reinikainen said. ”Epics and features were far too big and not mature enough; routines and tools were missing; some teams were still waterfalling their sprints; and areas such as test automation and configuration management were not ready for Agile operations.”
The company applied that experience and devised various steps to prepare people for PIs. They trained as many people as possible on Leading SAFe® with many earning SAFe® Agilist (SA) certifications. To that, they added their own ”war stories” to educate team members and give them more insight throughout the training.
To prepare suppliers to join Agile Release Trains (ARTs), Telia created a guidelines document on working with Telia and applying SAFe, and a workshop to reinforce the concepts. Every few weeks, coaches followed up with suppliers to ensure they were working in the new model. The common language of SAFe effectively unified the internal and external team members across locations.
Once Telia reached around 200-250 people trained, Reinikainen noticed a new synergy; people were using the same terminology and applying the concepts more cohesively and naturally. Today, the company has trained more than 400 people. They promote continuous improvement and best practices with Communities of Practice.
An Answer for Complexity: Large Solution Level SAFe
Initially, Telia began with Program-level SAFe, but then moved to Portfolio-level SAFe. More recently, they moved to Full SAFe, including SAFe’s Large Solution level, to accommodate complexity, which includes more than 200 systems, many dependencies, and numerous external suppliers. Particularly, the Large Solution level offers the roles, artifacts, and processes for larger, multi-year projects such as those at Telia.
From Telia’s perspective, Full SAFe and SAFe’s Large Solution level brought much-needed additions:
More transparency to all development activities and resourcing
Coordination and synchronization between waterfall projects and Agile Release Trains (ARTs)
Control, visibility, and transparency to connect all trains, suppliers, and programs
Greater value creation with one prioritized portfolio backlog
“Large Solution SAFe brought a systematic approach to our complex environment that we definitely needed in order to coordinate our work,” said Nina Pakkanen, a Solution Train Engineer (STE) at Telia.
In Inspect & Adapt sessions at the close of PIs, comments from team members confirmed that the Large Solution level had achieved what Telia anticipated:
“Large Solution Level makes epics more concrete prior to actual implementation.”
“Capability and feature-level analysis are much clearer now.”
“Transparency and collaboration with the business has improved a lot.”
Additionally, Telia consolidated from seven development portfolios into a single operational one that includes all B2B, B2C, B2O, and channel solutions—resulting in better visibility into resources, activities, and priorities. Before, the various portfolios competed for the same resources and projects.
Pulling Off a Rebrand—On Time
In 2017, when the company rebranded under the name Telia Finland, SAFe provided essential structure to coordinate the many pieces. Overnight, everything had to be branded with the Telia Finland name, from the website to napkins.
With everyone committed to the goal, they delivered smoothly by the target date. What’s more, they did so with 94 percent accuracy on their commitments.
“At night it was the old name, and in the morning everything was under the new name,” Pakkanen said. “It was truly a success that we carried out such a big initiative on time.”
Delivering More, and More Often
Telia currently runs two Agile Release Trains and two Large Solution Trains with around 350 people. Since moving to SAFe, the company has noted quantitative and qualitative results to show its progress:
More capabilities – The development organization delivers approximately 39 percent more capabilities than before
Greater predictability – Telia has much-improved insight into what’s coming in the next one to two years
Cost reduction – Telia reduced the price per developed capability by around 34 percent
More frequent delivery – Teams deliver incrementally and more often
Higher engagement – Leaders note that people are more engaged in and satisfied with their work
Such results have helped earn middle management buy-in for the transformation; their commitment has increased in step with results.
“People know the old way doesn’t work, and they are now seeing that SAFe is a better approach,” Pakkanen said. “We’ve demonstrated that, even on the largest projects, this creates more communication, more transparency, and more progress.”
“SAFe was the right fit because of the dynamics and goals at EdgeVerve. It helps bring the alignment and cultural change needed to deliver faster results in an organization with many dependencies across products.”
—Dr. Ronen Barnahor, Head of Agile Business Transformation, EdgeVerve Systems
Challenge:
With releases every 6-18 months, the company set a goal of further improving time-to-market, quality, flexibility, and predictability.
Industry:
Information Technology
Results:
Release time improved by 50 – 66%
Planning every 10 weeks sharpens predictability
Feature cycle time went down by 50 percent
The cost per feature point dropped by eight percent from one PI to the next
Reduction in escaped defects and increased customer satisfaction
Best Practices:
Managers first – By beginning training with managers, EdgeVerve gained essential buy-in that helped influence the C-level and team level
Merging Testing and Engineering – Bringing these groups together reduced what were distinct silos
Common cadence – EdgeVerve kept everyone on a common cadence, even before bringing all teams into the Framework
Hybrid model of implementation – ARTs and managers of non-ARTs aligned on the same cadence and planning activities
Introduction
Banks across 94 countries, serving 848 million consumers, rely on Finacle, an industry-leading universal banking suite from EdgeVerve Systems Ltd. A wholly-owned subsidiary of the global IT company, Infosys, EdgeVerve develops software products that enable businesses across multiple industries to innovate, accelerate growth, and have deeper connections with stakeholders. Gartner and Forrester consistently name EdgeVerve at the top of their rankings for banking platforms.
In 2015, the company set an aggressive goal of improving time-to-market, quality, flexibility, and predictability.
SAFe: a framework for faster results
For guidance, the management brought on Dr. Ronen Barnahor, now Head of Agile Business Transformation. Barnahor recommended the Scaled Agile Framework® (SAFe®) to help instigate real change, quickly.
“Our mission is to adopt a Lean and Agile mindset and practices, and become a learning organization focused on continuous improvement to provide better value to our customers,” Barnahor says. “SAFe was the right fit because of the dynamics and goals at EdgeVerve. It helps bring the alignment and cultural change needed to deliver faster results in an organization with many dependencies across products.”
Prior to adopting SAFe, the teams at EdgeVerve were working in cadence, however, their approach wasn’t effective in meeting new organizational goals.
Building a coalition from the ground up
To bolster internal buy-in, EdgeVerve appointed Jasdeep Singh Kaler, an AVP and 20-year veteran of the company, to help Barnahor lead the effort. Through a contest, the transformation earned the name “Mach 1”—a nod to the importance of speed.
In alignment with SAFe, EdgeVerve began with training, choosing first to focus specifically on managers. VPs and directors, and about 30 leads across all functional areas attended two days of Leading SAFe®. The SAFe training created a buzz about the agile transformation and gave the C-level confidence that moving to SAFe was accepted by internal leaders. By the end of the class, participants signaled they were ready to move forward with SAFe, with confidence scores of 4 and 5.
With positive feedback from leaders, C-level executives attended a one-day management workshop that included principles from Leading SAFe. There, they set implementation goals and approved the new direction. Knowing they would begin with the Finacle banking solution, they identified dependencies, defined all Value Streams and established who would join in the first two Agile Release Trains (ARTs).
“This was a crucial meeting with leads from product strategy, delivery, architecture, and testing, to help them embrace the concepts of the Value Stream and the ART, optimize the whole process, gain a systems view, decentralize decisions, and more,” Barnahor says.
Quick Wins
In April 2016, EdgeVerve kicked off the first Program Increment (PI) using SAFe with a 2-day planning meeting in Bangalore, India. The event brought together 60 individuals from multiple locations across India. The CTO attended, sending a message about the importance of the change for EdgeVerve.
In subsequent ART launches and PI planning events, the heads of engineering, product strategy, product management and other senior leaders participated with great commitment—bolstering the adoption at a grassroots level.
The event itself excited and motivated team members: “We had fun as a team in PI planning and that enabled us to do better work,” says one team member.
Hybrid implementation model—ARTs + Non-ARTs
As the company launched two ARTs, it did so with just two coaches. For that reason, EdgeVerve continued running non-SAFe teams on the same cadence—in what it calls a “hybrid model.”
“We didn’t have the coaching capacity to structure everyone into SAFe, but they all aligned on the same cadence with a centralized backlog,” Barnahor explains.
While EdgeVerve began implementing SAFe, managers of other products outside of ARTs were trained concurrently in Program-level activities. Under the hybrid approach, all product teams (ARTs and non-ARTs) aligned in several ways:
The same cadence (sprints and PI)
Working in IBM Rational Team Concert
Pre-planning + PI Planning (For non-ARTs, only managers joined in PI planning)
Execution (For non-ARTs, there was no coaching. Leads managed the work as previously but with a focus on demos in cadence with ARTs.)
Product and solution-level demos
Retrospectives (In non-ARTs, only managers joined.)
“The hybrid model of implementation of a full ART plus managers first in non-ART teams contributed to faster alignment and predictability across products within the integrated banking solution,” Barnahor says.
Very quickly, teams began delivering on cadence, demonstrating early value to management. SAFe also sharpened visibility, enabling them to predict more accurately. As a result, the Product Management Organization began to understand the power of “velocity” as a prediction metric and began using the Agile dashboard that EdgeVerve developed.
Changing the Culture
As EdgeVerve launched trains, the company concurrently focused heavily on changing the culture, with the belief that “culture eats strategy for breakfast.” According to Kaler, since EdgeVerve focused on ‘managers first,’ these individuals became key influencers in the cultural change. The main focus was around breaking the silos, establishing common ownership on quality, managing and improving through data, and an emphasis on outcome and business value instead of on utilization.
The new, common terminology of SAFe (ARTs, ceremonies, and cadence) ensured everyone spoke the same language. With a common language, they could more easily understand expectations and minimize misunderstandings.
“From a change management perspective, everyone understood that EdgeVerve had embarked on something important at the organizational level that is based on a proven industry framework,” Barnahor says. “We had fewer arguments on definitions. I told them, ‘Let’s adapt SAFe definitions and practices, observe the impact on the ground during execution, and then change. Why reinvent the wheel?’”
The company also altered its success measures to help influence behavior, asking questions such as…
Are we delivering desired value to customers?
Are we on time? If not, when can we deliver the committed scope?
Are we on scope? If not, what we will not deliver on due date?
Are we on top of quality?
Are we on flow? Any bottlenecks? Starvation? Backlog readiness for the next PI? What is the average cycle time?
Can we predict well?
How do employees feel about the change?
As attitudes changed, EdgeVerve collected feedback from the field and shared positive comments from team members and managers widely on posters and in videos—with the goal of spreading enthusiasm.
Additionally, the company adjusted the organizational structure to support the change. From developer to head of engineering, EdgeVerve reduced the number of organizational layers from seven layers to just four layers.
Perhaps the biggest difference came in moving the distinct testing organization, which was under delivery, into engineering—a decision that quickly improved relations between developers and testers. In line with SAFe, testing also now happens concurrently with development with greater focus on acceptance automation.
Reducing cycle time, increasing quality
Today, the company runs eight ARTs with approximately 800 people across three value streams and one portfolio. They launch a new ART every six weeks. At the same time, they run five teams of teams that are not part of the SAFe transformation.
Less than a year after deploying SAFe, EdgeVerve reported significant gains:
Reduced time-to-market – For large enterprise products, release time dropped from 12 – 18 months to six months, and for small products, from six months to three months
Improved predictability – The company plans consistently every 10 weeks, which increases flexibility for changing scope with minimal cost
Expedited feature speed – Feature cycle time went down by 50 percent
Elevated efficiency – The cost per feature point dropped by eight percent from one PI to the next
Fewer defects – The company significantly improved early detection of defects, leading to fewer escaped defects and increased customer satisfaction
Dissolving silos
As the PIs progressed, team members could clearly see the advantages of the new approach. Most notably, communication and collaboration improved, with evidence that silos were dissolving.
“The way teams were working, even a minor downtime was clearly a cascading effect in the team’s progress,” says one team member. “Teams identified it, they came up with solutions, and they worked together.
“If code was not working, we got the right contacts, spoke to the code team and got the issue resolved,” says another team member. “This is a big change from the software developer’s perspective on how they approach their work.”
“The developer-tester relationship was better,” says another. “You can directly check with them for the issues you’re facing.” Additionally, anonymous participant surveys reflected progress. The company asked approximately 300 people about the impact of SAFe. Most notably, there was an 89% improvement in trust and communication across different functions while 73% believe that SAFe helped increase productivity/throughput.
Even as EdgeVerve sees positive results and culture shifts, transformation leaders find it is an ongoing process. With demonstrated results, they gained backing to hire more coaches. Looking ahead, the main challenge, Barnahor says, is middle management’s mind-set—transforming managers to act as Agile leaders and mentors to the teams by focusing on an Agile leadership program.
“It’s a transformation of hearts and minds,” Kaler says. “We made sure that managers believed in what we’re doing and slowly the culture is changing.”
“SAFe has really helped bring the organization along its transformation journey. Its real value has been in the way it links strategy with decentralized execution, using metrics to enable a high level of transparency and fact-based decision making to focus on achieving business outcomes.”
–Natalie Field, Head of MyPost Consumer
Challenge:
Effectively deliver solutions that sustain and further enable Australia Post as a trusted services provider, and delight customers with personalized digital products and services.
Industry:
Delivery Services
Results:
100-fold increase in yearly production deployments with 98% cost reduction, enabling iterative product development
400% Agile Release Train productivity increase over 18 months
Strong overall delivery predictability of 80%+
First-Time Delivery rate improved by 7 percentage points
Net Promoter Score rose by 8 points
Increased employee satisfaction and engagement
Best Practices:
Establish a learning and improvement mindset – Place a primary focus on learning and continuous improvement across all facets of delivery to achieve consistent growth in maturity and effectiveness.
Measure outcomes – Enabling a metrics and measurement capability links teams to business strategy and is key to ensuring business outcomes are effectively achieved.
Align to DevOps principles – Building a strong technology delivery platform aligned to DevOps principles enables iterative and innovative product
Focus on the entire system of work – Build organizational advocacy and sustainability by facilitating change and enablement for shared teams that support and govern Agile Release Trains.
Introduction
Australia Post is Australia’s iconic postal services provider. For 208 years, the organization has been integral to how people and communities connect across Australia. Through a collective workforce of over 50,000 people, Australia Post serves communities, citizens, and businesses, from large corporations to government departments.
Like many organizations, Australia Post’s business has been disrupted and must transform to adapt to the digital era. Traditional business pillars such as letters are in persistent decline, while the company faces fierce competition, but also immense opportunity with the growth of ecommerce. For Australia Post, that opportunity lies in creating sustainable competitive advantage through trusted relationships between consumers, businesses, and government.
Given these forces, Australia Post needed a new way of working to both sustain and further enable the organization as a trusted services provider, and to delight its customers with personalized digital products and services.
SAFe: Driving Change with Lean Structure and Common Language
Over the past four years, Australia Post has invested in its technology, people, and culture to change the way it works to focus on customer experiences and continuous innovation. To help achieve this agility in business, Australia Post selected and adopted the Scaled Agile Framework® (SAFe®) not only as an operating model but as a tool for change. With SAFe, the organization aims to describe, communicate, and build an understanding of how to leverage Lean and Agile principles across the organization.
“The structure and discipline outlined in SAFe have been a powerful way to communicate a different way of working,” says Daniel Fajerman, Head of Digital Engineering. “Using an industry-proven framework offered a strong basis to start the conversation about working differently, providing a common language and consistent base to work off.”
Achieving Sustainable Change
The goal at Australia Post is sustainable, lasting change that fundamentally shifts how the organization approaches and delivers against its strategies. To do so, Australia Post must equip its people with knowledge and the ability to advocate for and be a part of this new way of working.
A broad and comprehensive training and enablement strategy was rolled out across the organization to build experience and maturity. With help from Mark Richards of CoActivation, a Scaled Agile partner, Australia Post trained more than 900 people in Leading SAFe® and SAFe for Teams® courses. This included key roles across executive leadership, within business functions such as finance, risk, architecture, security, marketing and sales, and of course technology leadership and teams.
From the beginning, Australia Post applied a persistent focus on cadence and synchronization – keys to building alignment and embedding disciplined delivery practices across diverse teams. With all of Australia Post on the same sprint (and then Program Increment) cadence, scaling teams and ultimately forming these into Agile Release Trains (ARTs) became a natural evolution.
Achieving sustainable change focused on four key interrelated areas of emphasis across the organization:
Cross-functional, long-running teams – Moving from transient project teams to cross-functional, long-running teams aligned to customer experiences was a foundational, critical change to the way people work.
Culture – Australia Post invested significantly in evolving the culture of the organization to one where curiosity, innovation, and a learning mindset predominate.
Technology enablement – Beyond cultural and process changes, improving delivery flow and time-to-value requires an effective build pipeline and deployment infrastructure aligned to DevOps principles.
System of work – Implementing a new way of working spans well beyond delivery teams to every part of the organization that supports the delivery of business initiatives. The change team worked closely with shared services groups to tailor approaches to enable and meet their needs under the Framework, including new innovative funding and governance models.
This multi-pronged approach formed sustainable building blocks for change and enablement. With the goal of implementing Agile Release Trains (ARTs), the early focus was on long-running teams and culture to allow maturity to build and grow. The greatest traction came with the advocacy and leadership of business sponsors and leads, who understood the increased business opportunity and had confidence in the delivery model.
MyPost Consumer – Creating a Platform for Personalized Services
Today, five ARTs now support Australia Post’s value streams and associated enterprise strategies. One of those trains, the MyPost Consumer ART, sits within Australia Post’s Consumer market segment value stream. Established in 2015 to play a significant role in the shift toward customer centricity, MyPost Consumer is creating an omni-channel platform to offer personalized services to customers. The train’s primary focus: the parcel delivery experience, which sits at the heart of Australia Post’s business.
The train is made up of 110 cross-functional roles, with each team responsible for specific components of the parcel delivery experience. As a multi-channel, multi-technology program, only 30% of features are purely digital. The most impactful features require changes to multiple channels and enterprise technology systems.
“Getting the job done right is about focusing as much on how we work together, as what we are working on,” says Natalie Field, Head of MyPost Consumer. “We know there are many unknowns in achieving our program strategy and we don’t, and won’t, always get it right. However we also know that by respecting each other, and staying committed to rapid learning cycles, we will always come up with great solutions. “
The train has achieved strong outcomes over the past couple of years. Australia Post attributes the success of the train to several pillars:
Create a customer-centric culture Building a customer-centric culture meant creating an environment that empowers the entire team to make fact-based, data-driven decisions and equipping everyone to be advocates for the customer experience.
Focus on metrics to drive business outcomes A strong focus on measurement has resulted in significant positive impact across the organization’s primary success measures. To help achieve this outcome, teams are equipped with technology tools and the ability to collect and report on data. This empowers teams to learn fast about in-market feature performance and make changes when necessary. The result is a data-driven approach to how the train identifies, prioritises, implements, and learns from each Program Increment.
Improve continuously for greater predictability and performance Success of the train hinges on an ability to improve continuously and focus relentlessly on evolving the experience to meet customer needs. The train adapts and responds to market demands, continually improving technology capabilities to advance the business across its digital channel, retail stores, delivery network, and call centre.
Raising Satisfaction and Throughput, with Lower Cost
A strong focus on measurement and learning to maximize business outcomes resulted in significant positive impact:
Improved first-time delivery – The First-Time Delivery rate jumped by 7 percentage points over 12 months.
Reduced cost – Australia Post reduced its infrastructure costs by 98%.
Predictability – The train consistently delivered on 80% or more of its objectives.
Customer satisfaction – The Net Promoter Score rose by 8 points over the course of one year.
Employee engagement – Employee satisfaction and engagement increased.
Industry accolades – The train was voted the Best Customer Centric Project in Australia / New Zealand by the CX Management Conference.
Australia Post continues to evolve and grow to meet the needs of its business. Its focus on continuous improvement means the organization ever challenges itself to create the next wave of trusted services for its customers.
“SAFe has really helped bring the organization along its transformation journey,” Field says. “Its real value has been in the way it links strategy with decentralized execution, using metrics to enable a high level of transparency and fact-based decision making to focus on achieving business outcomes.”
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