Leading to Enteprise Agile: Transformation to customer engagement


Every company must become a Technology Company

Today there is no difference between large and small companies, only between fast and slow ones.
In an era in which companies deliver their solutions and services online, companies must face a great paradigm shift.

The delivery is not through hardware or liciencia, it is delivery of continuous software. For this reason, in order to have an Agile Software operation, the work methodology must be changed.

Changing the delivery method of a software product entails transforming the company completely to be able to follow the streams of agile methodologies.

"Agility must be achieved across the entire enterprise to create value"


Steps to Enterprise Agile transformation?

1. Coordinate across multiple teams

Enterprise agility requires cross-team coordination. Having a small agile team deliver a product is great but impractical for many organizations.

2. Focus on Business Value

The focus here is on creating not specific products but value. In a company with multiple products and product lines, understanding where the greatest business value lies is a herculean task. And, as always, effort does not equate to value.

3. Increase technical  excellence

While team-level agility embraces technical excellence at the code level, enterprise agility requires extending excellence to a larger scale. This is seen in both the technical craftsmanship and DevOps movements embraced by the agile enterprise.

4. Expose Challenges through transparency

Moving to an enterprise agile approach may give the impression that more problems are being introduced than are being solved. In fact, the problems are not being introduced. They are being exposed, precisely as desired.

5. Meet clients needs and exceed expectations

The agile enterprise values rapid feedback loops in all aspects of work—both internal and external. Can be exciting for customers who learn to eagerly await the next imminent release.

6. Create team based company culture

Everyone collaborates closely, fostering a spirit of cooperation and shared trust. Retrospectives and other forms of actively engaging improvement opportunities mean that everyone has a real chance to make things better. No lonely, ignored suggestion boxes needed.

7. Communicate with your customers by realtime channels

To implement an agile process in the delivery of your software products, it is necessary to implement tools that allow your customers to communicate quickly and agilely with the right people in your company.
If you do not establish fluid communication flows it will not be possible to offer an agile service.

8. Value Agility in all aspects of your business

Have the flexibility to quickly adapt to the needs of your clients.
This agility should not only be carried with IT teams, the entire company should apply agility to their business processes and workflows.

9. Uses the most global and flexible technologies on the market

If you organize your company to an agile transformation but do not provide tools and platforms capable of adapting to these processes, the transformation will be a failure.
In the same way that it is obvious for a technology company to work with PaaS such as Amazon Web Services (AWS), it is also important to migrate to cPaaS platforms that provide the necessary tools for a fluid, agile, adaptable and efficient communication.

Undoubtedly and due to our long experience, we recommend Twilio as a cPaaS provider that is committed to innovation and excellence as well as being an agile company.

Case of use to an Enterprise  Agile migration

As the financial needs of ING’s global banking customers have evolved, ING realized they needed to evolve, too. Customers increasingly use mobile apps as a primary means to communicate with businesses today, and banking is no different. To stay relevant and service the needs of their clients, ING decided to completely shift the way they communicate.

With 40,000 employees in 40 countries, and 17 disparate legacy call centers that were created by different vendors at different times, this shift meant restructuring ING’s entire organization. To get the job done, they turned to Twilio. ING is powering their next generation unified contact center with Twilio's building blocks, including Programmable VoiceIP MessagingProgrammable Video, and TaskRouter.

ING Bank’s Chief Architect Hank Kolk joined Twilio CEO Jeff Lawson at SIGNAL.London to talk about what it takes for a multinational organization in a regulated industry to make the move from legacy systems to API-based, agile communications.




If you are interested in knowing more details of how to evolve your traditional company to a technological one, contact the UnifyMe team.
You will discover how to increase your competitiveness, reducing costs and infrastructure.