ActioGlobal has been very successful in introducing a methodology that allows us to order, align and measure the progress of business in an organization as complex as ours with nearly 100 multidisciplinary teams. This is especially difficult in an organization that is not only a matrix, but at least comprises four different businesses in the same organization. In this environment, managing a cross-sectional area like the one I manage, which has dependencies with many vertical areas, raised significant issues. On the one hand, the product teams often forgot to incorporate the commercial input and, on the other hand, the commercial teams had dependencies on other teams in the company and it was difficult for them to get considered within the tasks to be developed by the other teams. Working in the PEAK framework, planning quarterly based on the fulfilment of some objectives and KRs involving previous work on communication between teams to definitely reach handshakes. It is also indispensible since the the multidisciplinary teams have to incorporate sales people if the fulfilment of KRs requires it. Applying this methodology allowed to solve the above mentioned problems to a considerable extent. No less essential has been the role of this methodology during such a special time as the pandemic when teams are have been working from home. I believe PEAK has been the key that has allowed the machinery to keep going.

Now I know that through Agile, we can put the customer at the centre of our mission and organize ourselves in a different, totally cross-functional way. This allows us to accelerater, be more innovative and not get lost in actions that do not make sense to the end consumer.

Mental opposition to change prevents teams from unleashing their full potential. However, thanks to the change of mindset and methodology we developed through ActioGlobal, we have improved our alignment and focus on sales teams, achieving progress with positive energy in any work environment.