Turning the ship or the lighthouse
summary
A pharmaceutical enterprise with a $200M IT change portfolio and 65,000 employees shifts approach: rather than training IT alone, it trains ~100 change agents (1% rule) and starts with commercial and L&D teams so business pulls IT. Tools and practices include JIRA, visual Kanban boards and daily standups; applying work-in-progress limits in legal/procurement cuts lead time from six weeks to a fast cadence. Contracts move from fixed-price to risk-sharing contracts. Results: pockets of success scale faster once business leads the change.
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chapters (8)
- 0:00Start
- 3:26Ebay Transformation
- 13:02Tensile Strength
- 14:58The Lighthouse What's the Function of a Lighthouse
- 15:57Do You Change the Direction of a Business Based on an It Transformation
- 35:48Root Cause Analysis
- 38:36Typical Outsourcing Relationship
- 40:41What Is Changing
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