Beyond the obvious reasons why alignment is sensible, for me alignment was critical in order to promote speed. I believed this would help achieve one of our key outcomes - to get faster.
In order to organise my own ideas, I realised it would be helpful to have a clear vision for what I wanted to achieve, together with measurable outcomes. I began with a mission statement:
“I want to design a tailored system of work that optimises the entire organisation, allowing Moonpig to innovate and move fast at scale, whilst still ensuring it is a place that people love to work.”
Introducing change is hard. Very hard. One way to make it slightly easier, is to take the time to communicate clearly why you need to change. At the time we began introducing business agility at Moonpig, most people outside of product engineering had little or no knowledge of lean or agile — and most would have believed them to be “tech things”.