In january I blogged about the internal state of it-agile. Let’s have a look what changed during the 28 weeks since then.
- We have introduced autonomous business teams to enable scaling and support local experimentation. The business teams synchronize monthly at a whole-day face-2-face meeting and with an offset of two weeks at a shorter monthly telco.
- After we introduced the teams we discovered some limits to the teams’ capabilities. Not every team was able to generate sufficient customer demand to “make a living”. Therefore we created a virtual sales team (consisting of members of business teams) that focused on demand creation.
- There was a institutionalized group called “senior consultant group” consisting of the two CEOs and the two most senior consultants. This group decided to dissolve since most of its responsibilities were transfered to the employees and business teams over team.
- One left over was the process for deciding on salaries. Employees had and have peer groups with whom they discuss their personal development and peer groups may suggest increases in salaries. The final decision was made by the “senior consultant group”. As this group dissolved completely we introduced a “SalaryChecker” group consisting of four people elected by all employees. (The two CEOs were proposed as candidates for the group but didn’t accept the nomination. The current “SalaryChecker” group consists of the two “seniors” of the original board and two other employees.
- Intrinsifier published an article about it-agile.