Background

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Organizational agility is becoming imperative, especially for the beauty and retail market. In today’s competitive environment, companies can’t afford to waste time on bureaucratic approval processes. Adopting Scrum teams and operating under Kanban ideals can enable organizations to innovate and move more quickly. With over 9,000 employees in 90 countries, L'Occitane was having a difficult time transitioning its employees into this new structure. L'Occitane Scrum Director, Caroline Chanas, turned to my team for a plan on how to better transform into an agile structure and manage opposition against it.

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What did my team and I do?

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Using change management theories (John Kotter's 8-Step Model), I led my team in creating 15 steps that include that help empower the entire organization in feeling involved in the new agile structure.  
 

• We created 2 long-term objectives and 5 short-term objectives 

• We created a thorough plan that involves the creation of new job departments to manage resistance and help better educate employees about the new structure

• Pitched our plan to top L'Occitane executives

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