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Case study 1: Takeda Pharmaceutical Japan

Building cross-functional omnichannel marketing teams and initiating large-scale Agile transformation

8
teams

formed as cross-functional teams and fully trained to achieve continuous improvement
+75% efficiency

gain achieved by shortening average product development time from 8 to 2 months
10M
JPY saved

by reducing vendor dependency and establishing cross-functional teams
1 day
response time

to customer requests achieved (previously 14 days average response time)

Over the course of about a year, Masha supported the Agile transformation promotion in the Japan Division of Takeda Pharmaceutical Company. Masha's extensive experience, accurate coaching skills, and ability to build trust with anyone are exceptional. Without Masha's support, Takeda Pharmaceutical's Agile transformation would have been on a much smaller scale. Masha possesses two major capabilities: (1) experience as an Agile coach and (2) change management in large organizations.

Toshiharu Takahashi

Head of Digital Acceleration, DD&T JPBU Takeda

This is what team members said:

In the cross-functional team, ideas that we alone couldn't come up with are emerging.

Team member
We can exchange opinions actively without holding back.

Team member
There's transparency and close communication, so we can entrust tasks with peace of mind.

Team member
I thought of new measures outside my own scope to achieve our goals.

Team member
Psychological safety has increased, and satisfaction has also improved.

Team member

Case study 2: Newbalance Japan

Transforming the development team to Agile ways of working

3
teams

formed as cross-functional teams and fully trained to achieve continuous improvement
100+
stakeholders

trained on basics of Agile ways of working to ensure smooth collaboration and prioritization of work
2
months

to achieve high levels of Agility across the Development Unit
+75%
efficiency

improvement achieved by improving cycle time, prioritization and work management processes

This is what team members said:

We were able to focus more on 'value'.

Team member
Managing the backlog has become easier

Team member
The tasks held by individuals and teams, as well as their progress, have been visualized.

Team member
The feedback from related departments was more favorable than last time.

Team member
The use of ADO (=Azure DevOps, backlog management tool) in sales meetings led to the elimination of the need for creating materials.

Team member

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