Accelerating Agile Adoption in Non-Technical Roles

How local department leaders & managers worked with the benefits of Agile Ways of working within 2 weeks.

 

One of the world's leading companies in the Automotive Industry initiated a global strategy to introduce Agile practices, particularly within their non-technical and non-engineering departments. In line with this initiative, the leadership and management teams in Vietnam embarked on a journey to gain a comprehensive understanding of Agile methodologies for themselves and their respective teams.

Industry: Automotive - Markets:  Vietnam - Team: 25 Department Managers

The Challenge

The organization was struggling with a sharp increase in complexity. More dependencies, faster-changing priorities, and more uncertainty made it harder for teams to plan, align, and deliver with confidence. The lockdown did not create the problem, but it accelerated it. Suddenly, the usual coordination mechanisms broke down even faster.

What the company needed was not “more Scrum.” They were looking for practical insight into how Agile helps teams make sense of an increasingly complex world, and how to respond without adding more process, meetings, and overhead.

Team Training

Improved Understanding of Agile & Access to Agile practices

Thanks to our inclusion, the client improved their understanding of Agile and can use selected practices and tools:

1
Through cross-functional workshops, the Heads and Management teams understood better the intricacies of complexity, systems thinking, and the values and principles of Agile Ways of Working.
2
Participants, not from IT backgrounds, gained valuable insights into how Agile practices could address their current challenges.
3
Participants now can use practical Agile tools and practices, including Sprints/Iterations, Kanban Boards, Agile Job Descriptions, Delegation, and Motivation techniques, which they immediately put into action.

Solution: Practical agility rooted in values and principles

We supported the organization by reframing Agile away from frameworks and toward what actually makes it work: values, principles, and learning loops. Instead of teaching teams how to follow a method, we helped them understand how to think and act in complexity, then translate that into concrete practices they could use immediately.

This created two outcomes:

  • Teams gained a clearer mental model for navigating uncertainty and complexity.

  • Teams left with a toolbox of lightweight practices they could adapt, rather than a rigid process to comply with.

Enablement approach: Two cohorts, online and in-person

To make this accessible and scalable, we delivered the program in two cohorts, combining interactive training with practice exploration and coaching support.

1) Online training cohorts (during lockdown)

  • Delivered two cohorts of interactive sessions while teams were remote.
  • Used Teams and Zoom for facilitation, plus Mural boards to make the work visual, collaborative, and hands-on.
  • Focused on sense-making and principles-first agility: how to reduce batch size, shorten feedback loops, improve collaboration across dependencies, and make progress visible without adding bureaucracy.

2) In-person training cohorts (two days over two weeks)

  • Day 1: Introduced the principles and guided participants through foundational practices. Teams explored around 20 practical techniques and selected those most relevant to their context.
  • Between Day 1 and Day 2: Optional 1:1 coaching helped participants adapt the practices to real situations and remove early adoption blockers.
  • Day 2: Focused on sharing learnings and converging on the practices that teams could realistically use in daily work, so the program translated into behavior change, not just workshop inspiration.
 

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