Air France – KLM sought to scale Agile practices companywide to improve time to market and efficiency, but must contend with specific contexts and regulations in the different businesses of the airlines.
- SAFe teams released 17 times in the live environment in seven months compared to every six months previously
- On average, SAFe teams release 20% more effectively than waterfall teams
- The company gained 20% market share in the small and medium logistics market alone
- On one offering, the company exceeded expectation by 25%
- Air France – KLM is more intimate with its clients
One of Europe’s largest passenger airline groups, Air France – KLM operates up to 2,200 flights daily and carries over 93 million passengers annually. The company’s five airlines—Air France, KLM Royal Dutch Airlines, Transavia, HOP! Air France and Joon—cover 320 destinations across 114 countries.
In a highly competitive industry, where information systems can be strategic competitive assets, Air France – KLM set out to reduce its time-to-market with business applications. To do so, the company decided to improve the business/IT collaboration by breaking down silos and expanding Lean-Agile practices.
Achieving its goals would require bringing together diverse cultures at French and Dutch offices, as well as contending with diverse contexts, operational constraints or regulations across the different business domains.
Claire Charbit, Program Management NWOW #agile Adoption, Air France-KLM
Edwin Borst, Program Management NWOW #agile Adoption, Air France – KLM