LEGO Group launched an Agile transformation of its corporate digital departments in early 2018; this transformation included the introduction of a new digital operating model. One year into the transformation, the impact of the new model is beginning to show in a significant reduction in the time required to respond to change—from months to weeks—in the company’s core functions. This article describes how the Agile transformation was orchestrated and Agile values and principles integrated into the process to avoid implementing a set of Agile processes and tools without changing behavior and mind-set.
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