A Practical Experiences implementing Business Agility at Ericsson
summary
A 2000‑person R&D unit that started agile in 2008 runs seven workstreams, enlists 140 volunteers who produce 600 process slides, and builds a distributed portfolio handling office to coordinate product, finance and release work. Experiments include collapsing roles into a product developer, replacing precise deadlines with ranges instead of precise dates, monthly scenario meetings between product and development, quarterly finance reviews, optional commitment gates, removal trials of annual ratings, and shortening release cadence from annual to about three months — most changes stick, HR pilots show mixed results.
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chapters (35)
- 0:00Introduction
- 1:32Agenda
- 1:56Overview of Ericsson
- 3:11How did we start the transformation
- 4:46Why do we want to be Agility Business
- 5:55How can we invite our friends family
- 7:51Trust in teams and people
- 8:39How to drive system change
- 12:55Agile transformation
- 16:33tool
- 18:01cooperation flow
- 19:58organizational setup
- 26:11finance
- 27:51mindset change
- 28:15managing uncertainty
- 30:41experiment
- 31:17decision model
- 32:19product management
- 33:34commitment decisions
- 34:09journey continues
- 34:28retrospectives
- 34:49summary
- 35:14mindset
- 35:27retrospective
- 36:45Uncertainty
- 38:08Communication Strategy
- 41:11Storm of Common Approach
- 42:03Selforganization
- 42:59Transition approach
- 45:58Development product lifecycle
- 47:08Delivery deadline
- 48:00Incentives
- 48:56Performance Management
- 50:46Architects
- 52:28Training
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