Cases

  Imagine the mindset change when you take HR leaders and turn them into Product Owners, to work in squads and tribes, linked to a journey of customer centric persona? That’s what happened at Suzano, a giant in the paper industry, which is going through a major process of digital transformation. After reformulating the employee journey, one of the company’s main challenges was to make HR agile. In this process, our goal was to help change the mindset and the way people work, – so that they understand their roles and responsibilities – and how to work in this new structure, through agile concepts. For this, we started a series of training with leaders, through workshops and training tailored to the company’s needs. In addition to teaching new practices and tools to change mindsets, we develop specialized mentoring with employees, applied individually and in groups. With these initiatives, Suzano HR has become one of the great agents of change within the company, which is increasingly prepared for this new digital age. And, in addition to all this investment in leadership training, Suzano is undergoing several other transformation processes, mainly cultural. See more details about this in the interview with the Executive Director of HR and Advisory Board Member of Suzano, Christian Orglmeister, for Você S/A Magazine.

Initiatives resulted in a 315% growth in the app’s user base

CHALLENGE

In the Brazilian market for over 18 years, Sem Parar is one of the main payment services for tolls, parking lots, drive-thruses, gas stations and other accredited establishments. The company, which is part of the FLEETCOR group (an American multinational with operations in North America, Latin America, Europe, Australia and New Zealand), had a great challenge: to develop products faster and adding more value to the end user.

SOLUTIONS

For this, we set up a multidisciplinary team to transform the way these deliveries were made.

• An agile cell was created with the objective of changing the entire process, from creation, through development, to final delivery, promoting deliveries that generate more added value to the business.

• Our role was to create a new way to make these deliveries, developing a different process.

• We generate a proximity between the teams, always aiming at the demands and needs of the user (user centric);

• Among the various initiatives, we highlight the reformulation of the company’s application, which was re-launched with the brand’s new visual identity – much more modern and focused on its consumer.

• For this, a survey was conducted with 600 customers, identifying the main pains of users in the app. Giving more prominence to the most used functions, according to the data in this study.

 

RESULT 

With the application of the knowledge acquired in a new interface that is more current, friendly and intuitive for users, the result was a growth of 315% in the Sem Parar app user base. Obtaining results above expectations, the digital transformation has infected the company, causing an impact on the organization’s culture – which seeks continuous changes. As such, one-off initiatives in the technology areas are expanding to the entire company, such as the tactical and strategic layer, for example, creating an official agile treadmill.

400 trained and certified employees and monitoring of 28 agile projects

CHALLENGE

In early 2018, the Roche </strong >- one of the world’s leading pharmaceutical companies, globally launched a guideline in which all its IT teams should start working on the agile model by the middle of that year. At the same time, they released a guideline of all the practices teams should follow.

However, in the pharmaceutical division of Roche in Brazil – the sixth largest affiliate of the group in the world, there was resistance on two main points: the practices were not completely in line with the Brazilian reality and there was a lack of actions to make the transition between the traditional model and the framework < em>Agile.

SOLUTIONS

Together with the Human Resources department, we identified the need to certify professionals in the roles of Product Owner, Scrum Master and Agilista, in addition to Management 3.0 for leaders. For this, we ran small interviews to define a model that would help them achieve the goals. And we came to the conclusion that the plan would be:

• Run dynamics with managers and directors to determine priority projects and teams to change models;
• Perform customized training to give these teams technical capacity to perform the work in the agile model;
• Follow these teams, in the hands-on model, in person in their routines.

RESULTS

The “Roche way” of adopting Agile in practice was born;

Creating easy routines for hiring training and certifications;

Greater engagement of teams in the new work model;

Independence of the organization to create its own teams.

400 trained and certified staff;

Monitoring 28 agile projects;

Creating the roleof agilist in everyday life.

How the Marista Group has incorporated a new culture of delivery and more adaptive and agile projects 

CHALLENGE

Promoting a better world through Marist values ​​in the areas of Health and Education since 1817, the Marist Group </strong >needed be more agile and adaptive in their engineering works and projects, together with HR, with more focus on customer value. Some departments were already running some agile techniques, but in an isolated and not-so-incorporated way, culturally. There was no concrete basis between all the teams and a more refined culture was lacking.

SOLUTIONS

For this, we decided together with the organization that it was necessary to apply exclusive training, based on the company’s needs. The focus was to train corporate areas (coordinators of works and projects, engineers and HR) focusing on the effectiveness of the content for the day-to-day, and not aiming at certifications.

• We made a previous alignment to adapt the training to the reality of the areas, through interviews with people from the organization, seeking to identify what would be the success criterion of the initiative;
• We explain the methodology for leaders apply in their daily lives (pragmatically) to be more agile, adaptable to change, and generate more value for their customer;
• Based on the interviews, we adapted the training “Agile – In addition to IT”;