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Organizing Commercial Agility Introduction to Transavia’s Minimal Viable Product (MVP) Erik-Jan Gelink - Commercieel Directeur January, 2017
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Organizing Commercial AgilityIntroduction to Transavia’s Minimal Viable Product (MVP)
Erik-Jan Gelink - Commercieel DirecteurJanuary, 2017
50 years of flying in Europe
FR 4 bases
25 aircraft
DE1 base
4 aircraft
Charter & Scheduled since 1966Part of Air France / KLM since 2003
Fleet size 2016: 67100+ Destinations
NL3 bases
38 aircraft
Our Goal
We want to make low cost feel good
Complex environment Competition is increasing
and intensity is difficult to predict
New aggregators are entering the travel market (eg Google)
Customer Journey is partially ‘owned’ by Transavia
Situation 2016 Commercial department
has a traditional structure
Response time to market developments too slow
Suboptimal fit with the Transavia Agile Framework
Scaled Agile Framework SAFe was adapted to
Transavia Agile Framework (TAF)
4 Agile Release Trains active, first train in October 2015
Program Increments (PI) cycle of 10 weeks to realize Epics
Inspiration Lean Start-up; Build-
Measure-Learn, Minimum Viable Product
Agile Scrum; framework for completing complex projects
Holacracy; distribute authority, empowering all employees
New Organization (1/2) Increase autonomy & self
organization
Create Roles instead of traditional job functions
Different way of working based on Agile, Lean start-up
New Organization (2/2) Less management,
decrease top-down governance
Organize teams based on customer journey
Invest in data, digital and ‘Getting the Basics right’
Product Development Fleet
Data Fleet
Communication Fleet
Transavia Agile Framework (TAF)
Base Core Base Direct Base Partner Base Passenger
Crews Crews Crews Crews
Base Lead Coach Fleet Lead Specialist Support
New Commercial Organization MVP
Some Lessons (1/3) Weighting the Roles instead
of job functions is new to HR
Base the salary of bundle of Roles on highest weighted Role
Think about the career path in a Roles only organization
Some Lessons (2/3) Invest a lot in training &
coaching to get teams going
Alignment with other parts of the organization is crucial
Leadership can take place at any level of an organization
Some Lessons (3/3) Putting different disciplines
together delivers instant result
Increased velocity through less meetings & daily stand-ups
The results need to prove it’s not just another reorganization
