Banksoft Case Study
The Organization Background
Small Software Development Company – “BankSoft”, which consist of 100 employees, develops mobile banking applications. Their CEO is very conservative person and it is very hard to change any processes in company. During last 10 years they are monopolists in their business niche. They still use waterfall model in their development process and release new version of their soft every 6 months. But, 1 year ago, young and very smart people create startup company and became competitors to “BankSoft”. “BankSoft” still have an opportunity to win this competition, they still have a lot of customers, more employees, bigger budget. But they need to implement a lot of changes to win this competition.
The Need for Change
Companys management should change their vision and should understand how to manage their company using modern methodologies and become more liberal in their decisions.
2. Company should implement AGILE (Scrum) methodology in all development processes to make their work more effective and useful.
3. They should release new version of soft every month to be competitive in their business niche, increase their incomes, get new customers.
Applying the Kotter model
Create a sense of urgency
First of all we should organize a big meeting for all managers in our company including CEO, HR director and others. Tell them that we can not wait anymore we should start implementing changes in our processes and based on powerpoint slides give them dry information based on numbers what will happen in next 2 years if we will not change our system. Tell that we will lose our customers, because they will go to our competitiveness. Our incomes will be rapidly decreased. We will lose our niche. And it will be impossible to implement these new processes and change old processes when we will not be able to pay for that.
Result in the end: our company is BANKRUPT.
After bad sides of our old processes, introduce new vision for our company, explain all benefits of new processes implementation (also based on numbers).
2) Build a Guiding coalition
After big meeting, try to understand who accept our new vision and who do not accept. Need to create team from those people (big managers) like: Head of HR department, Company Development Manager, Head of Software Development department and a few other people who seats on key positions. If we will get them, they will find words to explain new changes to their departments and in result