Agile methodologies are increasingly among the most talked about subjects when it comes to business management. Many organizations are changing their mindsets to focus on efficient development, expanding value delivery.
These cutting-edge methodologies help increase productivity within employees and create a cultural way of working. Although these giant companies have enormous amounts of revenues, they keep growing financially.
Even though Agile Methodologies made a huge impact on the development of their employees’ works, these companies had already customers awareness.
In this article, you will see 7 cases of big companies that implemented Agile Methodologies and got incredible results from using them.
7 Giant Companies that use Agile Methodologies
Sony
The agile methodology provided by Sony greatly supports establishing a modern software development and project management process. It works based on the Scrum approach in a project that has a highly complex project context and risks.
Sony looked for easy-to-understand software development and project management process that was lightweight. It would help cultivate teamwork and would conduct a brief survey of potential consulting firms through the Internet search.
The introduction of Scrum led to the goal of having a defined project management and development process. Sony’s teams achieved a high level of teamwork by collaborating with project partners.
LEGO
The famous LEGO toy company started its agile approach starting with teams. 20 product teams were working across the organization at the start of the Agile implementation and it turned to 5 of them into self-organizing Scrum teams. Gradually the other teams were being progressively transformed as Scrum took effect.
Initially, although individual teams had become agile, they were still unable to cooperate effectively. LEGO followed the SAFe structure pattern and from there began to see results.
At LEGO, the team of teams met every 8 weeks for a big room planning session, which lasted a day and a half. The teams presented their work, worked out the dependencies, estimated the risks, and planned the next release period.
There is also the portfolio level, which is the top layer of the system. This is where you have long-term business plans, stakeholders, and senior management. This division into organizational levels is typical of the SAFe structure.
Siemens
The agile implementation was placed in a Siemens Digital Factory with around 50 employees. The function of this plan is to develop software automation systems used by manufacturers all over the world.
The situation was ideal for agile methods because they were designed to meet the challenges the company was going through.
The results already appeared in the first review after just 2 weeks. Seeing empirical control of the process in practice gave everyone a morale boost.
These changes not only inspired behavior change but also began to nurture deeper attitudes and culture more suited to an iterative and incremental approach; cooperation, experimentation, trust, and responsibility.
CISCO
The agile implementation at CISCO addressed a specific product: the Subscription Charging Platform.
The team held the Daily’s, a 15-minute meeting every start of the day to align progress and determine work items. With SAFe, they gained greater transparency.
Each team knew what the other teams were doing and the teams were able to manage themselves. These activities made the team promote accountability through updates and status awareness.
At Google, several sectors are betting on agile methods of software development, such as Scrum, creating and testing services and products. Each team chooses the technology and method that can best be applied to problem-solving.
One of the projects in which the Scrum methodology was used was in the development of GoogleAdwords, for example.
Yahoo!
Yahoo! has bet on reducing time spent developing software while managing team size. And they were successful with Agile Methodology, especially using Scrum.
They plan, create, and test different products and services over a certain period of days, to improve and increasingly leverage the technology used by them and offered to the public.
Mitsubishi
This company operates in more than 120 countries in aerospace, semiconductors, power generation, and distribution, among others.
The Agile approach started in Japan, although the company knew that it would take time to adapt to Agile forms and integrate with other departments. At the company’s headquarters, teams helped to continue the approach until it extended to other factories.
The Agile approach was made through workshops on an agile methodology that taught practices and approaches to the methodology, where employees were involved and were able to implement in each of the company’s departments.
How to start an agile culture in the company
- Don’t skip the simple things: Before adopting the methodology, you need to think about why you want it in your company. Being an agile company is not just about studying and relying on experts, but talking to executives who are already mature in this approach.
- Start with a pilot project: Launching pilot projects can help the company understand what real gains the chosen area has made. Thus, the organization can launch agile teams that will help, based on the success case, in the construction of an operating model that works remotely.
- Promote changes: mainly in the human aspects. Agile development is not about new reporting structures and post-its, but about having engaged people and technologies that enable them for dynamic modeling and quick decisions.
- Putting people above processes: Agile is a fundamental shift in culture and expectations. For employees, this journey needs to be transformative rather than disruptive. Remote work increases the need to double communication, support connections between humans, and provide practical support to people during this transition.
Agile methodologies allow continuous delivery of value
One of the main differentials that agile methodologies provide for companies that decide to adopt them is the continuous delivery of value.
Learning is one of the strengths of agile methodologies because, with continuous deliverables, any mistake is no longer a simple mistake and becomes something to add as an observation for the next deliverables, even in the project itself.
You save time and it is also possible to reduce production costs. Of course, all the scaling of resources is designed for the possibilities of change. Thus avoiding an emergency effort that could generate future expenses.
Not to mention that, in the case of a common delivery, there is a chance that the entire project will fail, which would mean a significant cost for the rework.
Agile companies become more prepared for the market
Companies that use them are more adaptable, and can better handle changes as needed. Digital transformation involves systems integration and other views of business management, among which stands out.
In addition, an agile company places the customer as the main focus for value delivery, inserting it more directly into the development chain.
Thus, it is possible to get to know them better and find out what they want. Also, you can adapt organizational processes, and offer more assertive services and products to the market.
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