Co-design
Teams helped shape the model so it reflected how work actually moved through the organization.
Aerospace Company · Enterprise Agile Transformation
Turning fragmented delivery into a shared enterprise operating system.
Liz led a 2023 to 2024 transformation that connected company priorities to team-level execution, standardized governance, and scaled adoption across more than 60 teams.
- Role
- Enterprise Agile Transformation Lead
- Scope
- 500+ employees · 60+ teams
- Timeline
- 2023 to 2024
500+employees coached
60+teams aligned
10,000+user stories delivered in the first four sprints
The challenge
Leadership needed clarity across priorities, progress, and delivery.
Delivery practices varied across teams. Strategy was disconnected from daily work, governance was fragmented, and leaders had limited visibility into progress and delivery.
Teams used inconsistent delivery practices
Work lacked traceability to company goals
Metrics and reporting were inconsistent
Ownership and dependencies were unclear
The first move
Assess the system before prescribing the solution.
Liz began by examining how teams planned, tracked, governed, and reported work. The assessment exposed a system problem, not a collection of isolated team problems, and created the evidence needed to align leaders on the transformation.
The operating model
One line of sight from company goals to daily execution.
The hierarchy connected strategic intent to increasingly specific delivery commitments, with clear ownership at every level.
01Company GoalExecutives
02Quarterly Company Sub-GoalExecutives
03T1 Program MilestoneProgram leaders
04T2 Subsystem MilestoneSubsystem leaders
05T3 Workstream MilestoneWorkstream leads
06EpicsDelivery teams
07Tasks and User StoriesDelivery teams
Adoption at scale
The model was built with teams, not handed down to them.
Coach
Liz worked directly with teams and leaders, using hands-on demonstrations to build capability and trust.
Reconfigure
Tools and data were reorganized around the new hierarchy instead of forcing the model into existing limitations.
Scale
A pilot proved the approach, early results built confidence, and a champion network supported expansion.
The friction:Resistance to changing existing practices, plus tools and data that could not initially support the new model.
The outcome
Strategy became visible, and leadership gained a clearer view of delivery.
01
Clearer company priorities
Quarterly sub-goals and the milestone hierarchy gave teams a shared frame for prioritizing work.
02
Stronger delivery visibility
Leaders could trace progress from strategic goals through program, subsystem, workstream, and team execution.
03
Early proof at scale
More than 10,000 user stories were delivered during the first four sprints as the model took hold.
Leadership lesson
“Adoption requires co-design, coaching, and trust.”
The transformation scaled because the operating model, tools, and change approach reinforced one another. The goal was not compliance with a framework. It was a system people could understand, use, and improve.
Explore the work