||One of the largest airlines in the world, offering an average of nearly 6700 daily flights to 350 destinations in 50 countries.
||430 teams all working on different initiatives, but striving to drive the business forward after a challenging time for the industry
||The right tool, consistently used in the right way and the right metrics being managed effectively
||10% to 30% year-on-year improvement in cycle time, driving business value
As global air travel slowly returns to pre-pandemic levels, we spoke with a panel of airline representatives to understand how they’re rising to the challenge of thriving in this new environment.
What are the challenges you need to overcome to be successful?
We need to transform. We need to refocus on driving OKRs and ensure that we are putting as much effort as possible into strategic initiatives. That’s not easy across the hundreds of development teams we have working at any one time, and it’s not easy when we also have to ensure that security, privacy, and performance remain priorities.
How do you go about addressing those problems?
We need to align all of our teams. We also need everyone to be consistent in their approach, constantly striving to improve performance, and rigorously focused on driving business performance. That’s difficult - we have over 400 Agile teams operating at any one time, and alignment only happens if you have a common technology platform and accurate, reliable metrics to help drive performance.
What do you do, and how does it help?
We’re using Broadcom’s Rally solution. We have over 320 teams accepting user stories in any given month and we have metrics that range from daily hygiene numbers for work teams to board of director-level strategic OKR contributions. We use a coach to help optimize the performance of our teams, and we analyze that performance through data-driven metrics that help teams understand where and how to improve.
We conduct monthly retrospectives with director-level resources and above so that those management layers can help drive performance in their teams. We ensure that all messaging is consistent, always focusing on improving OKRs.
How is this driving your success?
We’ve seen 10% to 30% year-on-year improvements in cycle time. This level of improvement means that the same people can do more work in the same amount of time, directly fueling greater strategic contribution and higher return on investment.
Rally also gives us better insight into where our efforts are being spent. We can identify which work is directly driving OKRs, and which isn’t. That information allows us to make better business decisions without compromising the essential maintenance elements of our business and industry. It’s also having additional benefits – improving our ability to capitalize labor costs where appropriate, for example.