Most companies that I’ve worked with begin their lean-agile transformation effort by attempting to fix/improve the development teams. However, the source of most of the problems lies either upstream (lack of sequencing of work, demand far outstripping capacity to do the work, suspect value of work requestsed, etc.) or downstream (lack of environments, wasteful and onerous deployment processes, etc.) of the development teams. And, of course, management struggles in creating an environment that is conducive for high-performing teams is well known and another area for improvement.
A significantly better approach would be to start with introducing the CALMS conceptual framework (culture, automation, lean, measurement and sharing) for driving the integration of development, support, operations and business. Over time, plan and prioritize initiatives and improvement efforts to move each of the CALMS elements forward. Simultaneously, work with the business and with stakeholders to better define and sequence customer-valued increments of functionality.
You have a higher probability of making meaningful improvements and moving the needle on the busniess metrics that matter by changing your starting point. What have your experiences been?