Change Management Director

@Ivanfont1971
WELCOME SCALING AGILITY WITH
ENTERPRISE SERVICE PLANNING
Hello!! My
name is
Ivan Font

1. Share my lessons learnt from implementing Enterprise Service
Planning (ESP) at eDreams Odigeo
2. Share lessons learnt from new challenge at Best Day Travel
Group
Today’s goalsAgenda

VisiON
rapidly
leaRNS
INNOVATES
customers

Strategy
Review
(OCM)
Risk
Review
Monthly
Service
Delivery
Review
(OPM)
Bi-WeeklyQuarterly
Kanban
Meeting
Daily
Operations
Review
Monthly
Replenishment
Commitment
Meeting
Weekly
Delivery
Planning
Meeting
Per delivery
cadence
Change Change
Change
Change
Change
Change Change
change
info
Info
Info
Info
Info
info
Info
Info
Info
Change Info
IMPLEMENTi g ESP Cade ces
Doing things
better
Doing
the
right
things
Getting things
done!

Done
Pool
of
Ideas
F
E
I
Engin-
eering
Ready
Deploy-
ment
Ready
G
D
GY
PB
DE MN
2 ∞
P1
AB
Local Lead Time
Ongoing
Development Testing
Ready Ongoing Ready
3 3
Waiting Waiting WaitingWorking
Flow efficiency = Work Time x 100%
Lead Time
Working
1 Committment
point
Customer Lead Time
2 Committment
point

aNY orgaNizatioN that
desigNs a system will
iNevitable produce a
desig whose
structure is a copy of
the orgaNizatìoNs
commuNicationN
structure.
Melvi e. coNway

@Ivanfont1971
WELCOME WILL THE MEXICAN CULTURE EAT
ESP (ENTERPRISE SERVICE
PLANNING) FOR BREAKFAST
Ivan Font
Inspired by Peter Drucker

New country new challenge
BEST DAY

HC in Cancun!
+ 2,500 + 5.000.000
BEST DAY
+ 1M
+ 1M
+ 1M
11

Will ESP work in Mexico?
How is their
culture?
How is the Best
Day identity?

Will ESP work in Mexico?
Remember
David’s talk on
LKNA

Mexican culture to take into account
I heard is a bit:
• hierarchical and top down decision making..
• it can be a bit bureaucratic.
• a silo mentality.
• a culture of fear.
• have a good (funny) sense of humor.
• they are lovely and welcoming people.
• be careful with the “ahorita” and “un detalle”.

Pains found
• Shadow teams in the organization
• Slow product development perception.
• High degree of complex dependencies.
• Little measurement.
• Awkward estimation process.
• HIPO and long prioritization process.
• High degree of deviation delivering projects.
• Higher demand than capacity

Current
Condition
Vision
Target
Condition
Product Organization
Business minded
Lean & Agile
Customer Centric
Highly interdependent teams with high demand
Project Based Organization

Current
Condition
STEP 1 Manage
demand
at portfolio
level
Target
Condition
Business minded
Lean & Agile
Customer Centric
Project Based Organization
Vision

Stop starting and start finishing! … at
portfolio level
POD model
X-cross functional teams

POD model
+ and -
Most Projects
go faster
Better team spirit
Where is my new project
I am not part of
the decision
making team
I don’t understand this POD thingy
Stop the
bleeding

Current
Condition
STEP 2
Pilot the new
Product Org. Target
Condition
Business minded
Lean & Agile
Customer Centric
Project Based OrganizationPods
Pilot
Vision

Piloting with a clear agreed guide
Continuous
support
Continuous
improvement
Team
Boost
Retro- spective
Agile and
Kanban
Training Team Tools and Metrics Set up
Team
Discovery
Sources of
Dissatisfaction
Balancing
Demand &
Capacity
Lean &
Agile
Training
Team
Kickstart
Set up
1 2 5
Org.
Changes
Kanban
System
Design
Kanban
Practices
Continuous
support
3 40
Inspired by Christophe Achouiantz

Pilot
0
5
10
15
20
25
30
35
40
Preparation Set Up Kickstart Boost
Títulodeleje
54%
10%
36.36%
Total
TO DO WIP DONE
17%
17%
24%
42%
Preparation Set Up Kickstart Boost
Thanks Christophe!!!!

Pilot
Measuring
Spotting trends

• Greater communication
• Greater transparency
• Greater committment
• Greater visibility
• Greater focus on User Experience
• Better balance between demand and capacity
• Greater frequency of delivery
• Greater collaboration between initiatives
• Greater self-management by the team
Pilot Results Initial FE: 7.1

Current
Condition
STEP 3
Rolling out
the new
Product Org.
Target
Condition
Business minded
Lean & Agile
Customer Centric
Pilot
Vision

Rolling out
• Kanban training team by team.
• Product Mgt training on
• Flow Management for Product
Development
• Design Thinking
• Lean Start Up
Business minded
Lean & Agile
Customer Centric
Vision

Training
Delivery Planning Meeting
Replenishment Meeting Daily Kanban Meeting
Lean-Kanban
Inspired by Strategyzer
from ideas to opportunities!

Rolling out
Making it Social
Promoting learning!
Reading Club!

Current
Condition
STEP 4
Working on
Culture at
Management
level
Target
Condition
Business minded
Lean & Agile
Customer Centric
Pilot
Rollout

Working with Culture at Mgt Level
The importance of Leadership
Our Values
Our Behaviors
Current
Condition
Target
Condition
Image thanks to José Casal

The importance of Leadership
Our Values
Our Behaviors
- Leadership
- Our way towards communication
- Our quality of work
- Innovation
- Customer Centric
- …
Current
Condition
Target
Condition

The importance of working our culture
The importance of working the balance between the visible and the invisible
New office layout
changes, new
furniture, proto-
Kanban on walls,
Kanban kits for
teams, Lean
Coffees, Book
reading club
posters…

Best Day adopting Kanban Practices
• Visualize = initially so so in metrics … then super
heroes.
• Limit WIP = very very hard!. It is hard to say “No”.
The norm is to be overloaded of work.
• Manage Flow = an “aha” moment is needed.
• Make Policies Explicit= Be SUPER explicit
(anti-backlog)
• Implement Feedback Loops = be sandwitch
• Improve collaboratively and evolve experimentaly =
very hard setting up metrics

- Continue working with our leadership on organizational
culture.
- Promote social networking
- Implement ESP Cadences.
- Kanbanizing Organization with the help of the “Kanban
Flight Levels” view.
- Review ESP Strategy with top management using KMM.
BEST DAY
Next steps

Will the Mexican Culture eat ESP (Enterprise Service
Planning) for breakfast?
NO,
ESP IS
HOT
CHILLI
PROVEN

Calendario de Cadencias
Q2 Q3
ABRIL MAYO JUNIO JULIO AGOSTO SEPTIEMBRE
W14 W15 W16 W17 W18 W19 W20 W21 W22 W23 W24 W25 W26 W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38 W39
02/04/2018 09/04/2018 16/04/2018 23/04/2018 30/04/2018 07/05/2018 14/05/2018 21/05/2018 28/05/2018 04/06/2018 11/06/2018 18/06/2018 25/06/2018 02/07/2018 09/07/2018 16/07/2018 23/07/2018 30/07/2018 06/08/2018 13/08/2018 20/08/2018 27/08/2018 03/09/2018 10/09/2018 17/09/2018 24/09/2018
Strategy Review
Operations Review
Service Delivery Review
Delivery Planning Meeting
Daily Kanban
Replenishment Meetings +
Risk Review

E2E PRODUCT MANAGEMENT TRAINING PROGRAM 2018
Product Management Training Program 2018
Q1 Q2 Q3 Q4
Jan Feb Mar April May June July Aug Sep Oct Nov Dec
Product Team Rollout 1st Wave 2nd Wave
E2E PRODUCT MANAGEMENT BELT Lean and Agile Done WIP
E2E PRODUCT MANAGEMENT BELT Kanban Flow Done Done Done WIP
E2E PRODUCT MANAGEMENT BELT Business Agility Done
E2E PRODUCT MANAGEMENT BELT Innovation Games Done
E2E PRODUCT MANAGEMENT BELT Design Thinking Done WIP
E2E PRODUCT MANAGEMENT BELT Product Development tbc
E2E PRODUCT MANAGEMENT BELT Lean Coffee Done WIP
E2E PRODUCT MANAGEMENT BELT Community of Practice Done WIP
COUCHING & MENTORING BELT Leadership – Tools and Best Practices WIP
COUCHING & MENTORING BELT
Leadership – Effective Communication, Conflict
Resoluton
WIP
COUCHING & MENTORING BELT Fuck Up or Not Nights WIP
COUCHING & MENTORING BELT PM Library Done WIP
COUCHING & MENTORING BELT Software Development Library Done WIP
REAL WORLD EXPERIENCE BELT Calls to Subject Matter Experts Posponed tbc
REAL WORLD EXPERIENCE BELT Visit to Companies tbc
REAL WORLD EXPERIENCE BELT Conferences LKNA18 TBC TBC TBC
REAL WORLD EXPERIENCE BELT Meet Ups | Product Tanks TBC Mind the Prod
E2E SOFTWARE DEVELOPMENT BELT NEO’s Diplomado Done Done WIP

Change Management Director

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