An Agile Culture Beyond Technology at Vistaprint - Amy Jackson and Staci Dubovik - Agile Maine Day 2018

Agile Beyond Technology
Agile Maine Day – May 2018
Agile Beyond
Technology

Staci Dubovik
sdubovik@vistaprint.com
www.www.linkedin.com/in/creativecritter
Amy Jackson
ajackson@vistaprint.com
www.linkedin.com/in/amjackson

Everything to market your business
• 16M customers worldwide
• Custom printed products
• E-commerce/web to print company
• Founded in 1995 by Robert Keane

2013 2014 2015
Agile at
Vistaprint

2015: North America Email Pilot
MARKETING CLIENTS CREATIVE AGENCY
Email Manager
US Country Lead
Email Specialist
QA
Account Manager
Project Manager
Graphic Designer
Art Director
Photographer
Copy Writer

Summer 2015: Email Pilot
Resistance:
• Agile is great for
software
development, not
for creative work
• “They” won’t let us
experiment
• Our clients expect
to see polished,
professional work
• “The Agency
Model” (This is
how it’s always
been done)
What is our current process like?

= Actual processing time
= Lead time
2 hrs 7.25 hrs10.5 hrs 7.25 hrs
9.03 hrs
18 days 10 days?
?
Creative
request
received
Assign to
PM
Review
request,
attach
task list
Kick-off
Designer
and
Copywriter
work
Internal
review
Internal
edits
Client
presentation
meeting
Internal
approval
Internal
approval
Receive
feedback
and make
changes
Files hand
over to
P&D
QA to
check files
showing
up
Link form
PTP to
eBlocks
QA
checks
Handover
to
Marketing
Build emails
Emails sent
21 days 5 days 6 days

Dedicated team
Upfront alignment and visibility
More informal touch points
Team outings
Agile coaching and training

We are uncovering better ways of developing software by
doing it and helping others do it.Through this work we
have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in he items on the right, we
value the items on the left more.
Principles
1. Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in
development.Agile processes harness change for the
customer's competitive advantage.
3. Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
4. Business people and developers must work together
daily throughout the project.
Agile Manifesto
5. Build projects around motivated individuals.Give
them the environment and support they need, and
trust them to get the job done.
6. The most efficient and effective method of conveying
information to and within a development team is
face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and
good design enhances agility.
10. Simplicity--the art of maximizing the amount of work
not done--is essential.
11. The best architectures, requirements, and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.

We are uncovering better ways of developing software
by doing it and helping others do it.Through this work we
have come to value:
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Principles
1. Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change for the
the customer's competitive advantage.
3. Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
4. Business people and developers must work together
together daily throughout the project.
5. Build projects around motivated individuals.Give
them the environment and support they need, and
trust them to get the job done.
6. The most efficient and effective method of conveying
information to and within a development team is
face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and
good design enhances agility.
10. Simplicity--the art of maximizing the amount of work
not done--is essential.
11. The best architectures, requirements, and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.
Agile Manifesto

Agile is nothing more and nothing less than a set of
Values and Principles focused on delivering value to the
customer.Vistaprint’s version is derived from the original
Agile Manifesto, the Agile Marketing Manifesto and
ModernAgile. It has been generalized to be relevant to all
disciplines.
We are discovering better ways of creating value for our
customers and for our organizations through new
approaches.Through this work, we have to come to
value:
Customer success over internal KPI's
Validated learning over big band introductions
Psychological safety over compliance
Principles
1. Our highest priority is to help our customers succeed
2. We welcome change as a source of competitive
advantage
3. Experiment and learn rapidly to deliver increments of
value early and often
4. Collaborate daily with people required to deliver
customer value
5. Build teams of motivated individuals.Create a safe
environment, encourage risk taking, and trust them
to get the job done
6. The most effective method of conveying information
to and within a team is face to face conversation
7. Measure success through validated learning from the
customer
8. Promote a sustainable workload
9. Excellence in execution enhances business agility
10. Deciding what NOT to do is essential
11. The best business results emerge from self-organizing
teams
12. Reflect and adapt behaviors on a regular cadence to
become more effective
Vistaprint’s Values & Principles

How does the team feel since going agile?

Work time: 93 hours Wait time: 78.5 days Flow: 4.4%

A culture of speed, rooted in VFQ

2013 2014 2015 2016 2017
Agile at
Vistaprint

TALENT EXPERIENCE+
TEAM

“I loved the visibility
into our team’s work
and the flexibility on
making this work for
us.”
kanban standups retrospectives
2017
product reviews

Team Offsite 2017
OUR VISION
To create and enable
enable
a customized and
exceptional
employee experience
experience that
inspires and
supports our teams
teams to deliver
their best work for
our customers.

We will approach the employee experience as a
product and the areas that we choose to focus
on and invest in will become the features.
2017

Collaboratin
g with T+E

team norms agile ceremonies incremental thinking
HR Systems Team Formation 2017

S a i l b o a t F e e d b a c kC a r e e r F o r e c a s t C a r d s
I t w a s b y f a r t h e b e s t e x p e r i e n c e I ' v e h a d i n t e r v i e w i n g
a n d a p p r e c i a t e h o w c o m f o r t a b l e y o u m a d e m e f e e l . I t
i s a t r u e t e s t a m e n t o f V i s t a p r i n t ' s c u l t u r e .
T h e g a m e s t r u l y s h o w e d t h e c u l t u r e o f
V i s t a p r i n t a n d i t i s o n e I h o p e t o b e a
p a r t o f . A n d t h e y w e r e f u n t o o !
“
“
Interview Games 2017

2017Feedback Training

Role of the Leader
2018

Lessons
Learned

empathy
mindset
language
partners
experimentatio
n

2013 2014 2015 2016 2017 2018
{ }workspace
{ }shared backlog
{ }champions
What’s Next?

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An Agile Culture Beyond Technology at Vistaprint - Amy Jackson and Staci Dubovik - Agile Maine Day 2018

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An Agile Culture Beyond Technology at Vistaprint - Amy Jackson and Staci Dubovik - Agile Maine Day 2018