The presentation discusses the transformation of a traditionally hierarchical data department at 1&1 Versatel into an agile data organization. The target model is the Spotify model. Currently, we are in phase 3 of the transformation. The presentation will highlight and discuss the experiences and insights from the individual phases.

Target Audience: data manager, data leaders, product owner, chapter leads, tribe leads
Prerequisites: Basic understanding of the spotify model
Level: Basic

Extended Abstract:
The presentation discusses the transformation of a traditionally hierarchical data department at 1&1 Versatel into an agile data organization. The target model is the Spotify model, known for its flexible and team-oriented approach. The transformation process is divided into several phases, and we are currently in phase 3.
The increasing digitalization and competition in the telecommunications sector require continuous adaptation and optimization of internal processes. 1&1 Versatel recognized the need for an agile data organization to respond more quickly to market changes and develop innovative solutions. The Spotify model serves as a guiding framework, promoting decentralized decision-making and high team autonomy.
In the first phase, a comprehensive analysis of existing structures and processes was conducted. It was found that the hierarchical structure led to long decision-making paths and low flexibility. Based on these insights, a detailed transformation plan was developed, which included the introduction of agile methods and the restructuring of teams.
The second phase involved conducting pilot projects to test the new agile methods in practice. Small, interdisciplinary teams were formed to work independently on specific projects. These pilot projects aimed to gather initial experiences and promote acceptance of the new way of working within the organization.
Currently, 1&1 Versatel is in the third phase of the transformation, which involves scaling agile methods across the entire data department. Continuous training and workshops are offered to educate employees in the new methods and foster a culture of continuous learning. The teams now operate according to the Spotify model, which is based on Squads, Tribes, Chapters, and Guilds.
The transformation has shown that the introduction of agile methods requires not only technical but also cultural changes. It is important for leaders to support the new way of working and act as role models. Additionally, open communication and regular feedback have proven to be crucial for the success of the transformation.
The next steps include further optimizing agile processes and continuously adapting to new challenges. 1&1 Versatel plans to extend the agile way of working to other departments, making the entire organization more flexible and innovative.
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