WESFARMERS
Working with a Data Team to Adopt Agile & Adaptive Ways of Working
Wesfarmers AAC, an embedded data startup within a traditional structure, faced challenges in modernising its operational approach. Despite being encumbered by numerous high-priority projects and conventional organisational silos, the team, powered by capable leadership, sought to adopt agile and adaptive work methodologies.
A meticulous approach was employed to enhance collaboration, improve prioritization mechanisms, and revamp organizational configurations, fostering a more conducive environment for efficiency and innovation. This represents the team’s committed effort to transcend conventional barriers and foster an ecosystem of enhanced productivity and strategic alignment.
WAYS OF WORKING • AGILITY • ADAPTIVE • ORGANISATIONAL STRUCTURE • COACHING
THE CHALLENGE
How might we restructure and guide the Wesfarmers AAC team to enhance collaboration, improve communication, and effectively prioritise projects, thereby fostering a modern, agile, and adaptive work environment despite previous organisational challenges and frustrations?
Our approach
We joined the Wesfarmers AAC (Advanced Analytics Capability) team on the heels of a failed engagement with another agile consultancy. The team was frustrated, but still keen to learn to work in a better, more modern way.
The team members and leaders were smart and capable, but they were drowning in too many “priority one” projects and activities – and creating unwanted tech debt as they rushed to meet deadlines. In addition, they had a more traditional organisational structure which meant silos had formed, and communication was a challenge. There was not enough collaboration or even visibility across the wider group.
Fortunately, the team’s leadership was highly engaged and open to change - and so we were able to tackle the issues head on. Ways of working were evaluated and improved; the team’s vision & strategy co-created; a critical prioritisation tool was created, and the team’s organisation was re-structured to bring the right people to the work in a timely, cross-functional way.
We introduced modern work tools (Miro & Trello) and helped them engage with each other while using them. Finally, we helped the leadership team learn about each other using the Neu21 developmental edge coaching system.