Case study: Echometer at Miele

Driving agile transformations in the smart home sector measurably, with a bottom-up approach.

About Miele

Miele is the leading provider of premium household appliances for both private and commercial customers worldwide. The company, founded in 1899, has eight production sites in Germany and a factory in Austria, Czech Republic, China, Romania and Poland.

Miele is represented in almost 100 countries by its own distributors or through importers. The fourth generation, family-owned enterprise employs about 20,500 employees, 11,050 of them in Germany. Their headquarters are in Gütersloh, Westphalia.

Point of departure

Facilitating the change of corporate culture into agile working methods within the teams

Miele founds its "Smart home" sector to advance the digitization and integration of its household appliances.

In this area, agile working methods should be used accordingly in order:

  1. for the employer to be attractive for IT talents,
  2. to strengthen the focus on the customer,
  3. to facilitate iterative developments of the products.
 

In 2019, Miele is looking for a tool that is compatible with scrum, in order to make cultural changes within the area of smart home, as well as the whole corporation, measurable and more targeted.

The challenge

  • Implementing & scaling agile methods
  • Promoting cultural change in a measurable way
  • Strengthening self-organization within teams

Echometer as a solution

A cultural change that is driven by teams, and is also transparent to managers

Establishing agile working methods

As part of the introduction of agile working methods, Miele has created the Agile Center of Excellence (abbreviated"ACE"). This consists of 15 Scrum Masters and Agile Coaches who support the teams in the implementation of these methods.

In order to make the ACE team more acquainted with the subject of cultural change, they used Echometer as part of their retrospectives with their teams.

This is how cultural change becomes a comprehensible and measurable process, supported by psychological knowledge and self-organised and controlled within the teams themselves.

I like to work with Echometer because it gives me a picture of the team's cultural development over time, and thus supports my work as a Scrum Master. The team members value Echometer because the psychologically-based questions enable focused opinion formation, and discussions take place in a targeted manner.
Burkhard Jagusch
Agile Center of Excellence @ Miele & Cie. KG
"For me, the most important thing is that the employees feel good, can develop according to their ideas and can do an activity that they enjoy."
Tom Rudolph
Director of Electronic Product Development @ Miele & Cie. KG

Make the transformation measurable

The use of Echometer not only creates important insights within the teams, but also beyond.

Thanks to Echometer, Miele's executives can set questions for all teams which are evaluated centrally by the cultural barometer.

This creates an early warning system, which enables overseeing managers to identify trends early, and be able to support teams in their further development.

This “culture barometer” is compatible with the self-organization of teams.

The added value

Cultural change made measurable & sustainable

With Echometer, the introduction of agile working methods was promoted sustainably and measurably by accompanying cultural change. At the same time, with Echometer, the teams play a more active role in shaping continuous change. 

The results

  • Sustainable & measurable cultural change
  • Support of the Scrum Master & Agile Coaches
  • Development of targeted bottom-up approaches from within the teams

Get started now!

Schedule an online demo now and find out how Echometer can contribute to team development and cultural change in your company.