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A tribe at The Warehouse Group had been part of a large organisation-wide transformation where new frameworks to manage work had been introduced and individual roles and responsibilities altered.
Months on, leaders struggled to get visibility and predictability around their delivery of work. Without visibility, they struggled to provide the leadership that their teams required; leaders desired to act proactively by creating conversation with their teams before issues had the opportunity to arise.
A tribe at The Warehouse Group had been part of a large organisation-wide transformation where new frameworks to manage work had been introduced and individual roles and responsibilities altered.
Months on, leaders struggled to get visibility and predictability around their delivery of work. Without visibility, they struggled to provide the leadership that their teams required; leaders desired to act proactively by creating conversation with their teams before issues had the opportunity to arise.
By understanding their teams delivery cadences, they would be more empowered to set achievable quarterly objectives.
Additionally, this would enable teams to manage their workload more effectively by having the right conversations and making better decisions.
This workflow uplift resulted in:
- Squad data hygiene measures increased 22%
- Leadership work visibility increased by 50%
Additionally, data accuracy was materially improved as upskilled individuals began to update boards in real-time.
Teams had greater awareness around the cost of excessive work in the system and how it impedes delivery.
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