Adopting a LeSS-like structure drastically mitigated the perpetual existential threat to around a billion dollars of annual revenue at a large server hardware company.
Following on the heels of an earlier success, I helped restructure a large number of teams responsible for bringing up and integrating each new generation of Intel CPU within a blade computing product.
In collaboration with the relevant senior director I facilitated a correction of the organizational issues, and the attendant engineering and cultural issues which had historically necessitated an army of engineers over a year to integrate each new generation of Intel CPU.
Any failure to successfully integrate the newest server grade Intel CPU generation prior to each Intel CPU launch would result in a threat to around a billion dollars of annual sales revenue. A failure would mean missing the ability to participate in Intel launch announcements, reputational damage, and lost sales to competing products.
Integrating future generations of Intel CPU are expected to take an eighth of the calendar time, and an eighth of the engineering effort that had historically been required.
I have published the LeSS case study here for those who would like a physical copy, but don't have easy access to a cost effective color printer. You can find a free digital copy of the case study on the Agile Carpentry website, as well as the LeSS website.
