Agile transformation in large public organization
summary
Kela claims that systematic capability building lets a large public agency keep up with accelerating change, and documents multi-year results: processing 44,000 online applications per day and handling 16,000 health-provider trips with direct-pay flows. The program combines agile development, goal-oriented management, coaching leadership, self- and community management, strategic foresight and mutual agreement, and reports that these concrete practices and organizational structures scale across units and measurably improve responsiveness.
AI-written summary · about
chapters (5)
- 0:00Introduction
- 3:21Daily operations scale
- 15:54Agile process challenges
- 21:33Key learnings summary
- 25:45Closing remarks
related talks
26mAgile Transformations are not about software
15mAgile Transformation for Scalable Healthcare IT
26mTransformation From a Traditional Organization to Embracing Agility and DevO
40mMoving from the License Raj to Light Touch Agile Governance
29m20x your high-performing agile delivery team
43mWhy Agile transformation fail
50mAgile Outside IT Companies & Departments: Real Stories of Transformations
48mAgility in Large Transformation Programs – An oxymoron?