With 30,000+ team members across 20 locations, and $5 billion in annual revenue, this major Automotive client is a global leader in the process of buying, selling and owning cars. For this engagement, Jabian partnered with the Shared Services group that provides platform support across the major solution groups of the organization. Core business processes supported by the Shared Services group span from marketing and lead generation to processing billing and payments.
Shared Services teams were using a variety of processes and tools to track and report progress. Some teams were undergoing an Agile transformation, while others maintained traditional delivery practices. The lack of standardization in a bimodal IT environment led to miscommunication on priorities, missed dependencies and risks, and an inability to accurately manage demand and capacity. The challenge was to define and stand up a new operating model to increase the visibility and traceability of work, and enhance coordination across teams and with the business partners.
A Jabian team of Portfolio Management, Agile Delivery, and Change Management experts led the effort, collaborating with Shared Services technology leaders and their respective business partners to define and incorporate their needs and vision into a new Shared Services operating model by:
- Conducting an assessment to identify Agile maturity levels across 8 delivery groups and develop action plans to improve Agile delivery practices
- Driving discussions between business and technology leaders to gain consensus on a future state operating model including team organization and alignment, and a joint business and technology leadership framework
- Designing and facilitating 15+ team kickoff and joint business and technology Quarterly Planning sessions to gain alignment and practice new processes for prioritizing and planning work across the Portfolio
- Creating a Portfolio Operations Playbook to help coordinate Portfolio wide sync events and processes
AGILE PROCESS RECOMMENDATIONS
As a result of Jabian’s efforts, the Shared Services teams are now better aligned with each other and with their business partners which has led to enhanced coordination and planning activities. The new operating model and leadership structure sets the framework for ensuring top priorities are communicated, risks and dependencies are managed, and progress is tracked consistently and transparently across the portfolio.