DOCOMO DIGITAL

CULTURE & WORKPLACE
DOCOMO DIGITAL

Transformation sprint

Since 2016, the international mobile commerce platform of NTT Docomo - Japan's leading mobile operator with more than 78 million subscriptions and a major contributor to 3G, 4G and 5G technologies - resulting from NTT Docomo's acquisitions of Buongiorno SpA and Net Mobile AG and with a portfolio of innovative marketing and payment solutions for telecom operators, brands and merchants.

DOCOMO DIGITAL
OBJECTIVES

OBJECTIVES

Docomo Digital, through its COO, is fully convinced of the value of cultural transformation initiatives. The COO’s goal is to improve the value delivery and performance of the company’s processes. The areas susceptible to this transformation are: Service Management (SM) – technical support located in Madrid -, Partner Support (PoS) – team of Account Managers also located in Madrid -, Financial Compliance (FUL) – group of people in Germany -, Project Management (PM) – distributed team that manages new requests and expectations, and coordinates development teams -, and finally Service Assurance (SA) – which from South Africa manages the service desk -.

RESULTS

RESULTS

  • Increased value delivered by business applications
  • Increase productivity of Docomo Digital processes
  • Extend the use of Agile methodologies to other areas of the company
  • .

Sprint transformation in the middle of Covid-19

Sprint transformation in the middle of Covid-19

  • Transformation Sprint with start-up in the middle of Covid-19 and AS-IS and TO-BE executed fully remotely.
  • Iterative and incremental Transformation Sprint, starting with the SM area charged with supporting the rest of the areas and then extending to the rest of the teams (PoS, FUL, PM and SA).
  • Sprint Planning to identify the participants and the vectors of change, in this case mindset, methodologies, tools and technologies.
  • Establish the current starting point of the SM team(AS-IS) by conducting interviews, ceremonies and appropriate dynamics to identify the points of pain in each change vector.
  • Phase TO-BE to generate the transformation feedbacklog to resolve the pain points and define the destination point to which to take the team SM.
  • Implementation of the back-log
  • .

  • Support and accompaniment in change management, including execution of identified continuous improvement initiatives.

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