What future holds for organizations and workers with the entry into force of the Phone number list à la carte working day. Will we be able to reach an agreement? The Agile Methodology is not a fad, it is something that is here to stay, but becoming an agile organization must be a crosscutting challenge for the entire organization." In this way , Jorge Aguirre , Workforce Advisory Partner of EY People Advisory Services, underlines the importance that this trend is acquiring in an environment dominated by constant change and technological disruption. But, do we know how to Phone number list apply the Agile Methodology ? With the aim of analyzing the agile philosophy and knowing the best experiences and success stories, on November 7, APD held in Barcelona, in collaboration with EY, the conference 'Agile Organizations. Levers for change and keys to success'. What has worked in some will not necessarily work in others and each company can be inspired by others but they must find their model After the presentation of Edgar González , Director of APD in the Catalunya Zone, the attendees were able to learn first-hand about the experiences of companies that are in the process of transformation.
Especially, two authentic cases of success in the application of the Phone number list Agile Methodology: BBVA and Telefónica . How to apply Agile methodology ? The success story of BBVA According to Ángel Izquierdo , Agile Manager at EY and who has been part of BBVA's Agile Transformation process for the last three years, "the companies that will survive in today's complex environment will be those that have an excellent production model and those that have a of very high transformation and of adapting to change”. Despite this, he stressed that there is not a single Phone number list agile transformation model : «What has worked in some will not necessarily work in others and each company can be inspired by others but they must find their model, the expert recommended. How to apply Agile methodology Izquierdo detailed his experience in BBVA's agile transformation process. A process developed in three phases that began in 2014 with the launch of the first agile teams in Spain . 10 achievements of BBVA's agile transformation process Time to Market: Predictability of 85% and work by quarterly objectives.
Increased productivity, which multiplied x4 from 2016 to 2017. It goes from a model organized by functions to a model by priorities. From fragmented projects and processes to end-to-end processes. Highly hierarchical organizations produce a misalignment between higher and lower levels, and that is why it goes from a Phone number list very hierarchical structure to a much flatter structure. From a model of people with multitasking to people who focus on one type of activity. It is detected that if people focus on a single type of activity, productivity increases by 25%. Training is basic for a correct implementation of the agile methodology. At BBVA, leadership-level training was carried out to Phone number list internalize the new Agile mindset and lead change, as well as training for all employees to introduce the new work methodologies. Agile scaling implies not only defining the organizational dimension but accompanying it with a new definition of HR processes: defining a new role model, a new staffing tool, defining a new evaluation model and establishing communities of practice where all specialists of a field of knowledge share their experiences.