We advise you on how to detoxify and streamline your Agile fashion organization.

Why detox?

The fundamental principles on which Agile is based, the “implementation” of Scrum or SAFe on a large scale, has given rise to much disappointment in organizations, since far from being able to fulfill the supposed Agile promise, they have seen how many developments have succumbed to chaos and continuous stress. Consequence: derailed projects and high burn-out among employees. It is time to face an “agile detoxification”, which is not about “removing agile and replacing it with something else”, but about detoxifying the organization and helping to rationalize agile

Objectives to be achieved


• Create a system for making strategic decisions from the contribution to the strategic objectives (OKRs).
• Creation of new habits and behaviors: more transversal organizations, greater collaboration between technology, business, users and customers, new styles of leadership.
• Facilitate a level understanding, throughout the organization, of the value proposition to the customer and the processes necessary for it.
• Accelerate the delivery of value through the implementation of a collaborative system of prioritization and dynamic governance of technological demand.
• Implement solutions with increasingly shorter feedback and validation cycles.
• Continuously verify the contribution of value to the business: enable the measurement of the delivery of real value through the implementation of a valuation system.
• Achieve more reliable and adaptable technological solutions, achieving a balance between both aspects.
• Creation of more useful and simpler technological solutions (both to operate, maintain and use): improvement of the user experience and the operations experience thanks to Domain Driven Design
• Incorporation of new technologies and/or new ways of solving needs (innovation).

Activities and scope


• Definition of organizational and operational models oriented towards Enterprise/Business Agility, as well as strategies for their implementation based on the context of the organization.
• Measurement of the impact of digitization.
• Governance of technology/software quality control and excellence in its development.
• Management of technological demand.
• Enabling agents of change.
• Creation of a value measurement system aligned with the strategic objectives.
• Topology and frameworks for technological teams: Scrum, Kanban, Lean, DevOps or SAFe, among others, as references, not as ends in themselves.
• Creation of technological radar to lay the foundations for the evolution of technological architecture.
• Creation of a Business Knowledge Base that facilitates the transfer of both business and technological knowledge among all members of the organization.
• Analysis of the technological solutions that facilitate the previous points.