Achieving agility is hard – we partner with our clients to help them co-create, adopt, and evolve new frameworks and management approaches that utilize Agile values, principles, and practices to achieve the ultimate goal of maximizing innovation and delivering value to customers.
BBVA is immersed in a global digital transformation and needed to develop the necessary skills in their teams to ensure that its digital strategy is properly and successfully implemented. In order to enable BBVA to build loyalty and attract the best talent, they need to design, build, and promote a new learning culture based on the principles of learn-do-teach-share.
BBVA Beyond University (coined BU) is a new learning model characterized by being intuitive, active, transparent, motivating, and collaborative. We proposed and are executing a new learning culture model based on the following principles:
- Self-managed learning itineraries
- Innovative training activities
- A new methodological learning perspective (Training from the Back of the Room®)
- A system that encourages peer-to-peer training
- Digital University governed through a data-driven system
- A commitment to the learning experience (new formats, new ways of understanding learning)
- A system of governance that ensures continuous monitoring and improvement
Although it is still underway, BBVA BU has started to report its first successes. This includes the creation of an “experiences” framework that guarantees all training courses held in the organization are carried out under the same quality criteria based on the learning experience or redesign of a training itinerary in the Agile discipline. These success have been made possible by the training and implementation of an Agile Coaches training program, among other noteworthy initiatives.
With over 150 years of history, 6,000 employees, presence in 150 markets, and 29 production plants in 16 countries, BACARDÍ is one of the largest private spirits companies in the world. BACARDÍ’s Global PMO contacted Netmind to help them define and execute a Project Management training plan that would allow them to add more value to the business, speed up execution, and improve their communication processes – internally and with IT their suppliers.
Through a workshop with the Global PMO management, Netmind reviewed and defined four Project Management competency profiles within their IT Department and designed professional development learning paths for each. The learning paths combined face-to-face training, online training, and coaching. It also included training in agile and traditional project management, business analysis, simulation games, managerial skills, and the technologies/applications used at BACARDÍ.
The training, taught in Europe, America, and Asia, is providing BACARDÍ’s Project Managers and Program Managers with help to be more agile and efficient in the management and execution of their projects.
Within their innovation in product and service delivery strategy, Telefónica Digital (a division of Telefónica that includes R&D, IT services, and digital solutions) decided to adopt agile methodologies for the management of its teams and projects in 2007. In 2012, after years of experience working with agile methodologies and having extended its use to the whole organization, Telefónica Digital detected the need to define a new reporting and communication model between project teams, programs, and the organization that was aligned with the new agile work model.
Through a participatory workshop facilitated by Netmind with Telefónica Digital’s Discipline Managers, we defined the communication and reporting mechanisms to be used in the different organizational levels (Portfolio, Program, and Team), and we designed the necessary training actions to homogenize the knowledge of Program Managers, Initiative Leaders, and Scrum Masters. As a result of all this, we executed a training program for more than 100 professionals that was fully aligned with the specific needs of Telefónica Digital.
Thanks to the execution of this service, Telefónica Digital was able to optimize the communication between the different teams and structures within the organization and integrate the different agile practices used in the company.