We completed a thorough assessment of the Group’s needs in India and the UK. We then set about designing a tailored education program that was intensive and easily scalable for hundreds of learners.
We established the Agile Practitioner Pathway based on our Value, Flow, Quality (VFQ) principles to cater to the needs of more than 200 learners. We also seeded Agile practitioners across the organization. This combination gave the Group the confidence and capacity it needed to develop new ideas at pace.
To instill lasting change in a large and complex organization like Tesco’s Technology Group requires a self-sustaining model. Our Learning Skills & Capabilities approach not only delivered the training that the Group required, it also created an Expert Coaching Pathway for 15 people and seeded 10 pilot teams with two internal expert practitioners.
As well as directly coaching these pilot teams, we mentored 12 of the Group’s coaches. That way we could ensure that the transformation and adoption of new ways of working continued long after we left the building.
We also provided a bespoke, enterprise-wide VFQ license. This gave each of the Technology Group’s 3,000 people a pathway for improving their ways of working under the guidance of Tesco’s own coaches.