Technology, Media & Telecommunications

QBR & Mission Control at a Media Company

Large Australian Media Company (Post-Merger)

The Story

The Challenge

We are a large media company in Australia. We've recently had two different companies merge into one — one is versed in Agile ways of working while the other is still using waterfall. We want to improve our stakeholder alignment and ability to mutually prioritize, and improve the timeframes from idea to execution.

Our Approach

In collaboration with the media client, ADAPTOVATE co-designed and trained key stakeholders on a series of new planning, prioritization and delivery processes to create alignment and improve speed to delivery across six portfolios:

Engaged a total of six portfolios over various phases
Trained key stakeholders in Objectives and Key Results (OKRs), Quarterly Business Reviews (QBRs) and Mission Control processes
Co-created roadmaps with key stakeholders to establish a shared understanding of the major projects planned for each portfolio throughout the year
Implemented a goal-setting framework — drafting OKRs with portfolio leads and verifying them with relevant stakeholders to establish a common understanding of strategic intent and a means to measure value
Fostered alignment by drafting QBR memos and facilitating QBR planning sessions that highlighted prioritized tasks and desired quantifiable outcomes for the next quarter
Established Mission Control spaces for portfolios to track progress throughout the quarter
Co-created a new delivery framework with the PMO — leveraging design sprints, inception sessions and business-case narratives to align stakeholders early and prepare the organization for scaling agile
Created and delivered playbooks of the new processes so the client could take ownership

Outcomes

ADAPTOVATE co-designed and embedded new planning, prioritisation and delivery processes — OKRs, QBRs and Mission Control — across six portfolios, improving stakeholder alignment and speed to delivery, with playbooks handed over so the post-merger organisation could own and scale the new ways of working.