You should plan for a serious initiative that will require your attention, ongoing management and inspiring leadership. Just because Agile talks about self-organized teams doesn’t mean it can be implemented by remote-control. Get ready to pull up your sleeves and do some hard work!
We’ve helped companies such as HP, Intel, AT&T, Cisco, Informatica, Siemens, Amdocs, CyberArk. We would love to help you too.
Your product development process is too slow, resulting in late times to market. Lack of speed can hurt competitive advantage, reduce market share and lower sales.
Your ability to maneuver and change direction of the project or product is limited. As a result, not only your process suffers but you’re struggling to apply any learning to your business.
Your teams are function-oriented. Delivering value requires them to work across many teams, dependencies and bureaucracy, making it difficult to move fast and effectively. People feel micromanaged and dis-empowered.
Because your process lacks visibility, you’re unable to tell both your sales team and your customers when things will be ready. As a result, you cannot make the necessary business predictions.
Implementing Agile “By The Book” rarely works. The same Inspect & Adapt mindset we use to deal with the requirement/technology uncertainty in software/system development should be applied to the transformation/change management process. We use practices such as Scrum, Kanban, Lean Startup, Open Space to drive the agile change process in an agile way. A side benefit is acceleration of the understanding of a Lean/Agile mindset at the organizational level.
Today’s environment demands agility. You must be able to balance commitment and predictability with a flexible process that adapts to market needs. We’ll show you how to put the “agility” back into your Agile.
Implementing Agile surfaces a lot of problems. It always seems like Agile is actually making things worse. The key is to prioritize those obstacles/problems and tackle them while making sure everybody understands the reason for the pain, the fact it is being dealt with, and reminding the vision we’re going through this tough change for.
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Yael is one of those persons that manage to be at the same time part of the team and a consultant to the team. She managed to construct the change process in a way that allowed practices to "stick" by helping people to adopt them as their own.
Yael's ability to quickly understand the organization, the product and our specific needs was a key factor in helping us become agile and better react to the needs/requirements of Clarizen's SaaS customers.
By having Yuval on board we found not just an experienced professional but also a partner to our Lean journey with a passion and commitment to coach and escort us until we achieve our goals. Yuval’s vast knowledge and experience along with good analytic skills enables him to fit the Lean principles into our organization’s DNA and to help us overcome difficulties and constraints without risking our short term business targets. Yuval has many capabilities which make him highly versatile. He can swiftly move from strategy/blueprints to training a class, implementing methods/processes all the way to one on one coaching for tough cases. This makes Yuval very valuable and very influential in our journey towards Lean.
With the help of AgileSparks (Yuval Yeret) we implemented a Kanban system at NICE that enabled us achieve significant improvement in efficiency, winning together, work atmosphere, quality, and client focus. Yuval and AgileSparks are professionals of the highest standards, and I strongly recommend anybody considering Agile/Lean to work with them.
We decided to move to Agile after experiencing many challenges in our waterfall process. To name a few, we suffered from long development cycles, almost no flexibility to change the plan and lack of synchronization between R&D and Product Management. We turned to AgileSpark to help us make the move. We started up with a course that demonstrated the principles of Agile development using games and role plays and other activities making it both effective and fun. After the course we started exercising Scrum ceremonies. Our coach joined the ceremonies and gave tips to teams, product owners, Scrum masters and managers. We got many benefits from moving to Scrum and I can say that the move was fast and successful and has apparent effect on our products. We are now releasing much more frequently and communication between Product Management and R&D has improved dramatically. No doubt that AgileSparks had main contribution to this successful move. Today we value Agile as a core competitive advantage; we therefore are not willing to disclose our company's name. Agile is our Secret Weapon!
The escort and guidance we received from AgileSparks was very significant in making agile a success in Elbit Defense Systems.
There's much more to agile implementation than what the textbooks say. Yael has done a wonderful and thoughtful work with Leverate, helping us to adopt agile principles but also reminding us to take a different, pragmatic approach when it serves the grand plan. She quickly became part of the R&D family, helping us solve tough problems and making us more aware of both the good and the bad, always with a positive mind. Leverate's R&D department more than doubled itself in the last year, and the challenges were countless, but it worked like magic: we learned how to insist on sky high quality and grew a dream team of agile people who love what they do.
We are dealing with a large R&D organization, with multiple groups and dependencies, and one of our main challenges is predictability. With the move to Scrum and the enforcement of one prioritized backlog we improved our predictability significantly.