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Aligning two operating models into one predictable delivery system in a global healthcare organisation
How NextAgile helped leadership unify a fragmented delivery structure, and stop the organisation from working against itself.
Client
Global leader in healthcare education and resuscitation training
Teams
Existing team plus newly integrated team (25+ professionals coached)
Context
Distributed, post-pandemic hybrid collaboration
Lead Pillar
Leadership
Alignment
Client Overview
Leadership could see what was being built, but not when it would ship
The client is a global leader in healthcare education and resuscitation training, serving hospitals, voluntary organisations, educational institutions, and military agencies worldwide their products and immersive learning technologies are used by lifesavers and healthcare workers to increase survival rates and improve clinical quality.
Leadership consistently struggled to understand when work would ship and why plans kept breaking.
The real diagnosis was organisational. Two very different operating models, each with its own rhythms and its own definition of success, had been brought together without being aligned an established, functioning team sat alongside a newly integrated, waterfall-oriented one, in a post pandemic hybrid working model.
This was a leadership and organisational-design problem before it was a delivery problem, and NextAgile worked on it that way.
