DLL offers asset-based financing solutions such as lease and trade finance. The company faced the challenge of moving from the SAFE framework to Simplify @Scale. This model offers more flexibility and helps to respond more quickly to market changes. The rollout started in North America, faced some challenges, but was ultimately a success. Saskia van Kimmenaede, global transformation lead at DLL, and Ties Nelissen, management consultant at Summiteers, share how they experienced this transformation together.

The challenge: switch to a new model

As a subsidiary of Rabobank Group, DLL offers global financing solutions to help companies grow with access to technology and equipment. Although the company had been working with SAFe (Scaled Agile Framework) for years, the results of that approach were not optimal. Saskia explains: “At Rabobank, where I'm from, we've been working successfully with Simplify @Scale, an agile @scale method that is largely based on the Spotify model, for a number of years. Because both companies face similar challenges, the Executive Board decided to also use Simplify @Scale at DLL. In July 2022, I made the switch to DLL. At the same time, we joined Summiteers because of their experience in implementing and designing Simplify @Scale at Rabobank.”

Working with a pragmatic culture

The move to Simplify @Scale meant that teams within DLL had to embrace a new way of working, with new roles and processes. Saskia: “The desire to work agile was great, but to implement Simplify @Scale, you need to work in a structured way. DLL is much smaller than Rabobank and has a culture that feels almost familiar. Control is important. That gave the implementation an extra dimension.”

Ties recognizes this: “The people at DLL are go-getters: don't make it too complex, keep the timelines short, so we can keep up the speed. Always with the best intentions, where it helps to think carefully first and then act.”

Summiteers' design and support

Summarize supported DLL in the US in designing and implementing the new organizational structure. They organized design sessions, provided from-to-mapping and provided training for the new roles. Saskia: “We've invested extra in communication to get everyone on board positively. There was some skepticism, but with a special website and a launch event lasting a few days in Wayne, we successfully got the framework off the ground.”

Ties adds: “Saskia has also put a lot of effort into chapter coaching, a team of agile coaches who are constantly thinking about how the organization can further optimize itself in this new way of working.”

The power of existing content knowledge

One of the most important success factors in the collaboration between DLL and Summiteers was the intensive use of the existing content knowledge within DLL's organization. Ties: “In the beginning, there was some resistance to the change. We made leaders responsible for design within their own department. This approach made employees feel engaged because they saw that they had an influence on the outcome, on how their work would ultimately look. This has helped enormously in creating support.”

Four musketeers

DLL chose Summiteers because of their experience with the Simplify @Scale model within Rabobank. Saskia explains: “I wasn't involved in choosing Summiteers myself, we started at the same time. But I'm really happy with that choice. The Summiteers involved (Paul, Casper and Ties) and I felt like four musketeers who brought Simplify @Scale to life together. Summiteers has an enormous amount of experience in translating theory into practice, which is indispensable for a successful transformation.”

Results: more focus, better prioritization

Although we are still in the middle of the transformation, Simplify @Scale has certainly provided more focus and transparency. Saskia explains: “The board has recalibrated the strategy and it was cascaded to the regional teams, with epics, features and product backlog items that were directly linked to the strategy. This way, everyone knows how their work contributes to the bigger picture. This allowed us to better organize workflows, set priorities and ultimately ensure that we deliver results.”

In addition, we invested extra in keeping the data, which has led to valuable insights. Saskia: “We can now see exactly how much time and resources are needed to get work done, and that's how we've been able to improve our efficiency. Success in the US has inspired other regions to take the same approach.”

The Power of Leadership and Culture

The success of a transformation depends not only on good design, but also on leadership and culture. Behavioral change is just as important as technical implementation. Saskia emphasizes: “You can still set up systems so well, but at the end of the day, it's about people. If leaders and employees don't change their behavior, you'll keep achieving the same results. We focus on data when it comes to predicting what can be delivered. This leads to different outcomes than when you make predictions by feeling. So focusing on skills, leadership and change management is key.”

The impact of cultural differences

The Anglo-Saxon work culture in the US is very different from the Dutch degree of directness and hierarchy. Saskia: “Where we are fairly direct to managers in the Netherlands, that is somewhat less appreciated in the US. That hierarchy makes it a bit more difficult to create a learning organization where everyone can provide feedback.”

Ties also emphasizes the positive side: “In the beginning, we did everything remotely, which was sometimes difficult. When we decided to travel to Philadelphia, everything changed. Once you've worked face-to-face with people, it makes a world of difference. The American culture is warm, the people are friendly and eager to build a personal relationship with you. Our week in Philly has had a hugely positive impact on the collaboration.”

The cooperation with Summiteers: enthusiastic, flexible and substantive knowledge

Saskia has experienced the cooperation with Summiteers as very positive: “The team is enthusiastic, flexible and knowledgeable. What makes Summiteers unique is the urge to make a real impact. They don't just want to do their job, they want to make a difference. They are always available to spar and have helped us not only with the Simplify @Scale model, but also with the behavioral change that comes with it. That flexibility also added a lot. And what I like — I said it before — is their expertise. Not only do they master the theory, but they also understand the practice. A unique combination that other consulting companies often miss.

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