
A decade ago, I embarked on a challenging journey to lead the Microsoft practice at Unilog, a French-headquartered European-wide technology consultancy, in the UK. The practice was facing numerous hurdles, including unprofitability, a lack of sustainable pipeline, low team morale, non-existent development, etc. compounded with a strained relationship with Microsoft UK. It did not look good.
In less than 12 months, we achieved a dramatic turnaround. Here’s how:
- Revitalizing the Team: My first priority was addressing the low morale and neglect felt by the existing team. By actively listening to their concerns and working collaboratively to co-create a vision they valued, we reignited their motivation and fostered a sense of ownership in the practice’s future. Building a Strong Foundation: With a re-energized team, we focused on recruiting top talent, securing Microsoft Gold Partner status, and acquiring a diverse range of new clients.
- Strategic Integration: Recognizing the broader capabilities of the UK business, I integrated strengths in ERP, CRM, and BI into the Microsoft practice, fostering collaboration across teams.
- Strengthened Partnerships: Our success extended beyond the UK. We forged close relationships with Microsoft’s technologists, thought leaders, and executives, positioning ourselves as trusted advisors and innovators. This led to us becoming a poster child for BizTalk, co-launching the technology and being featured as a case study during its world debut.
- Embracing Innovation: Our commitment to pushing the boundaries of enterprise technology earned us an invitation to Microsoft’s inaugural Technology Innovation Center, where we explored advanced solutions in enterprise portals and collaboration. This was a destination for the best experience for hands-on exploration, innovation inspiration, dynamic discussion, tailored engagement and product acceleration. Something the team had not experienced for some time…they embraced it.
For me, the key to unlocking change was:
The Agile Advantage: Recognizing the need for a more flexible and responsive approach, I introduced Agile principles not just for software development, but as a way of running the entire practice.
Product-Led Growth: To further accelerate our transformation, we embraced product thinking and incorporated a target operating model (based on product potential) into our business practice. This led us to develop our own innovative products based on the Microsoft solution stack. These products not only served our own needs and our clients’ needs, but also acted as powerful tools to influence skeptical partners and clients, showcasing our expertise and commitment to cutting-edge solutions. This product-led growth strategy played a crucial role in establishing our credibility and expanding our market reach.
By breaking down the recovery effort into manageable sprints, engaging closely with stakeholders, iterating on solutions, and empowering teams, we co-created and fostered a culture of collaboration, adaptability, and continuous improvement. This Agile transformation was central to our success in achieving remarkable results.
Lessons Learned
By embracing new opportunities and demonstrating a dedication to innovation, we solidified our reputation as a key UK partner in Microsoft’s ecosystem.
This journey truly underscored the power of Agile thinking (“Being”, supported by the “Doing” methodologies, practices, etc), along with strategic collaboration, a commitment to excellence in driving transformative change, and continuous learning and improvement.
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