At Renault, It's Not Just Cars That Accelerate — Trains Do Too!
summary
Renault Group describes efforts to speed up delivery of new products and services for trains by reorganizing teams and governance: they cover train organization, portfolio management and a dual operating model supported by performance indicators and a coalition of Centres of Excellence. The talk also explains integrating artificial intelligence and day-to-day agile practices, while emphasizing persistence, collective intelligence and human skills as critical success factors.
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chapters (18)
- 0:00Introduction
- 1:11Agile transformation history
- 2:35Why accelerate trains
- 4:19Customer focus at heart
- 5:43Team roles and change
- 7:30Evolution to autonomous trains
- 8:56Strategy alignment and value
- 10:40Adaptive roadmaps and improvement
- 12:26Train solidarity and measures
- 13:30Train predictability metrics
- 15:40AI as acceleration lever
- 16:23Ecosystem and excellence centers
- 18:28Agile role recognition
- 20:12New management models
- 20:35Current AI uses at Renault
- 22:23Agility remains essential
- 23:26Key messages and conclusion
- 24:49Q&A
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