Across the Border, the Biggest Agile Transformation in Germany: REX
summary
Deutsche Bahn's IT department carried out a nationwide agile transformation reorganizing into a network of over 600 self-organizing teams and flattening the hierarchy. Christophe Vantighem describes his work as an agile coach supporting this large-scale change, drawing on practices from agile coaching, SAFe, and organizational redesign to guide teams and leadership through the transition.
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chapters (28)
- 0:00Presentation by Christophe Van Tieghem
- 1:40Presentation by Deutsche Bahn
- 2:40Agile Transformation
- 4:20Why Such an Intense Transformation?
- 5:46A Disruptive Transformation
- 7:24Granting More Autonomy to Teams
- 14:24What Level of Autonomy to Grant Teams?
- 15:50How to Manage an Organization with 6 Teams?
- 18:40How to Move from a Pyramidal Structure to REX?
- 23:06What Challenges Were Encountered?
- 29:31How to Measure Team Maturity?
- 32:35Maturity Model
- 34:07Trust
- 35:31Maturity
- 36:56Don’t Start with the Solution
- 40:09Online Questions
- 41:28Managing Raises and Promotions
- 42:18Early Unifying Successes
- 43:12Professional Coaches
- 44:15The Violence of Changes
- 44:50Human Resources
- 45:29Changes Within the Team
- 46:26Elections
- 47:40Evaluating Maturity
- 48:25The Dunning-Kruger Effect
- 49:12Initiating the Transformation
- 50:15Separating the Coach Role
- 51:04Conclusion
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