Podczas lutowego wydarzenia o Trendach Technologicznych 2019 zaprezentowaliśmy rozwiązania, na których nowoczesne organizacje powinny się szczególnie skupić w nadchodzącym roku. Wśród wystąpień znalazło się także case study transformacji agile w cyfrowym zespole lidera polskiego rynku telekomunikacyjnego. Zaprezentowali je Adam Skręt, Dyrektor obszaru Digital & Performance Marketing w Orange Polska, oraz Bartłomiej Leszczyński, ekspert w zespole doradztwa Agile w Deloitte. Więcej: https://www.deloitte.com/pl/pl/pages/technology/articles/transformacja-agile-case-orange.html?cq_ck=1555180754010

1. How to run an Agile
Transformation?
Case Study of Agile Transformation in Digital & Performance
Marketing Division at Orange Poland.
F E B R U A R Y 2 0 1 9

2. Suitable for building standardized
products.
Suitable for building innovative
products that clients want to have?
Production line
Office production line

3. What’s the DNA of
office production line?
DNA of hierarchical and siloed
organization
Culture follows structure
Departments
often have
conflicting
goals
Responsibility
is split between
various
departments
Knowledge
stays within the
department
Managers
divide work and
control
execution

4. I D E A
D E L I V E R Y
Unintended outcome
Delays in delivery
Unhappy
customers
Frustration
Risk aversion
The game of
Chinese whispers.

5. May Telco providers
just keep their current
operating model?
500
700
900
1100
1300
1500
1700
1900
30
32
34
36
38
40
42
44
46
48
2011 2012 2013 2014 2015 2016 2017
Mobile Network Operators’ Average
Revenue per User vs.Telecoms’
Investment in Poland
Source: Paul Budde Communication Pty Ltd
ARPU
PLN
Investment
PLN (million)
Telecoms’ investment
MobileNetwork Operators’Average Revenueper User

6. UX
E-commerce
Online platform
development
Content
Performance
marketing
Personalization
Marketing
Brand
communication
Telesales
Siloed functions taking
part in value stream
?
Siloed organization
vs. Orange high
ambitions.
Digital channels sales
share growth
2018
2019
2020
10%
25%
Sales share of other channels
Sales share of digital channels

7. Surgical team
is E2E responsible
for patients life
Surgical team
makes decisions
on its own
and responds
to change
Surgical team has all
competences
to save a patient
Product
development
should look like
an operation.

8. Double-learning loop
where complexity and
variability is high
B I G B A N G
A P P R O A C
H
L E A N
C H A N G E
A P P R O A C H
Detailed
operating
model design
Pilot
and refine
Planning and
initial design
Implementation
MVP > Refine
> Scale
Planning and
initial design
Scaling
TestCommit
Learn
Big Bang or Lean
Change Method?
Choose your journey.

9. At Orange we’ve decided to follow a Lean
Change Method and transformed an
organization by defining and delivering three
Minimum Viable Changes.
2 MONTHS
M V C 1 M V C 2 M V C 3
2 MONTHS 2 MONTHS
As-Is analysis using Value Stream
Mapping approach.
Set-up of the first agile team.
Clearing obstacles in agile adoption
for the first team.
Design of a new organizational
structure.
Set-up of three new agile teams.
Foundation for agile operating
model (Portfolio Marketplace and
synchronized sprints with
a common cadence).
Agile Center of Competence.
Set-up of two new agile teams.
Refining of Portfolio Marketplace
formula.
Defining touchpoints with remaining
organization (flow of projects into
the teams).
GOAL: Learn how agile
might be applied in Orange
and showcase benefits
GOAL: Establish vision,
expand teams and experiment
with operating model
GOAL: Expand teams,
stabilize operating model,
establish touchpoitns with
the organization

10. Managers feel they need
to control flow
of work.
Some people are
reluctant to try
new things.
Some functions
are always missing.
Directors are used to
having brilliant ideas
they need right now.
Initial efficiency loss
makes you step back.

11. Early identification
of Agile Change
Champions.
Diversified teams, which
make people cross
their old bounders.
Trained Scrum
Masters, who will
continue
agile adoption.
Engaged
transformation
sponsor, who may
influence others.
Not expecting to get it
right the first time.

12. Our results so far.
65%
of teammates stated that
agile way of working allows to
finish more initiatives within
the same time period
compared to previous
working model
82%
of teammates stated that
agile way of working has
led to transparency
increase
76%
of teammates stated
that agile way
of working improved
atmosphere at the
company
76%
of teammates stated that
the agile way
of working shortened
time to market
(up to 20%)
T I M E T O M A R K E T P R O D U C T I V I T
Y
A L I G N M E N T E N G A G E M E N T

13. But it’s not over yet…
Organization Agility
Non-technological
teams
Scaled Agile in the
IT department
Team level in the IT
department
Using Agile
methods and
techniques
Tools
supporting
frequent
releases
Cloud, micro-
services and
Continuous
Deployment
DevSecOps
Techniques
Range
Empowered employees
Organizational culture:
Customer obsession„Agile friendly” culture
Full self-organization
07.2018
02.2019
3-5 years

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description of DTTL and its member firms.
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In Poland, the services are provided by Deloitte Advisory sp. z o.o., Deloitte Audyt
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© 2019 Deloitte Poland.
Thank you.
Bartłomiej Leszczyński
Senior Consultant @ Deloitte
Contact: bleszczynski@deloittece.com
Adam Skręt
Digital & Performance Marketing
Director @ Orange Polska
Contact: adam.skret@orange.com