The brilliance of what they did, as an IT leader partnered with an HR leader, was to apply an agile approach to culture change. They created a culture change "backlog," a vision, broken down into goals and then tasks that mirrored the usual Scrum backlog in software development. They created a "culture owner" as the analog to Scrum's product owner. They formed teams, worked in sprints, and learned in retrospective reviews, and so on. And they seem to have achieved some enviable results, especially as measured by employee engagement surveys. That said, I think they missed one deep and important distinction and opportunity: they started from the view that the customers of an organization's culture is its employees.
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