Like many companies around the world, the competitive and fast-changing nature of retail means we need to move away from traditional organisational structures and welcome bold new ways of operating.
For TWG to thrive in this fast-paced environment, we made the choice back in November 2019 to adopt an Agile operating model, and develop new ways of working across our organisation that are unique to retail here in NZ. On August 31st 2020, after 8 months of design and preparation, we flipped our office to be officially operating in an Agile way. We are the first major retailer in NZ to go Agile.
Our people are now organised into cross-functional teams where they are closer to the customer, and where they can collaborate closer, innovate faster and make the business decisions that will deliver our vision of making our customers lives better every day. We believe this end-to-end ownership of business operations will create a positive change in our culture and provide enhanced career-growth opportunities for our team members.
Watch the videos below to find out more.
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"I love the collaborative and supportive culture. The down to earth flatter structure resonates with me, along with the passionate team members you will find in all pockets of the organisation".
"I love working with people to challenge and grow individuals, teams and the business - getting to help people and see them flourish as well as to push boundaries, work together, test and find new ways of working".
slide 1 of 3Read the Phenom Website
Your job growth is important to us and we’re working hard to find the right opportunity that fits your long-term career goals. Find out when we’ll be at a campus near you.
- Mylan, HR Lead, New York
MEET OUR CHAPTER AREA LEADS & TRIBE LEADS
BONNIE BRADLEY
"There is nothing more motivating for me than cultivating a great team. I draw an enormous sense of pride from breeding superstars!"
DYLAN WEYMOUTH
"I am motivated by what can be. Discussion, debate and ideation especially where there is positive impact on team members, customers and business performance"
KERYN McKENZIE
"I love working with a highly motivated team to create delightful experiences for customers. I love watching customers enjoy their experiences".
CARRIE FAIRLEY
"I love helping people be the best version of themselves and through that, be the best version of myself"
ANDRE SHEEPERS
"I am motivated by the opportunities that exist in the present and energised by the possibility of the future".
JENNY EPKE
"My motivation comes from leading a team to achieve great results and be their best selves"
slide 1 of 3Read the Phenom Website
Your job growth is important to us and we’re working hard to find the right opportunity that fits your long-term career goals. Find out when we’ll be at a campus near you.
- Mylan, HR Lead, New York
AGILE FAQ's
More and more businesses within New Zealand and around the world are adopting Agile methodology. It continues to challenge the way businesses and organisations operate to meet and beat customer expectations.
It puts customers in the centre of everything we do. It creates a new landscape of delivering to our purpose of helping Kiwis live better every day.
Chapters are groups of people with similar skills and capabilities - every team member at TWG belongs to a chapter, which in turn is part of a Chapter Area.
Chapter Areas are groups of similiar chapters under a Chapter Area Lead who helps maintain consistency across specific skillsets, understands resource requirements and gives chapter members opportunity for development.
At TWG we have a variety of Chapter Areas including:
Along with Chapters and Chapter Areas, we also have Tribes. Tribes are known as the heart of the agile structure because that's where the delivery of work happens. A tribe usually contains fewer than 150 people.
Tribes are made up of a collection of cross functional squads who come together to deliver to an overarching customer need or mission. This is where your skill is allocated to help bring that mission to life. Tribes are led by Tribe Leads.
Each Tribe is made up of a number of squads consisting of between 5-12 members from across various chapters.
A squad member brings different skillsets, areas of expertise and backgrounds to the squad. It is the responsibility of a squad member to perform their duties in line with other squad memebrs to deliver on the squad's mission.
A Chapter Area Lead defines 'how' people should work, not 'what' they should work on. The role is all about developing people. The Chapter Area Lead will take their strategic view of their expertise area and work hand in hand with multiple Tribe Leads to collaboratively deliver on the company's goals and Tribe OKR's. They define and lead the talent required for each Tribe and support the development of their Chapter Leads to provide squad members with the relevant skills and mindsets to make them successful.
A Tribe Lead looks after the 'what'. They do this by defining the tribes goals, vision and strategy and are responsible for a group of squads all working towards delivering the tribe's mission. A Tribe Lead shares knowledge and insights, coordinates and aligns teams, establishes priorities and allocates budgets. They are outcome driven, take ownership and accountability and support and empower the tribe to work collaboratively.
Chapter Members belong to a chapter, where 7-10 people with the same or similiar skill set and area of expertise belong. The chapter is their home. It is where their reporting line and personal development reside.
Chapter Members are allocated to a squad. They perform duties which deliver on a common mission/project. Each member brings specific skillsets, areas of expertise and diverse backgrounds.
Chapter Leads act as the glue that coordinates information and work between members of a chapter. Chapter Leads are the functional experts who lead, mentor and care about people and their development.
Chapter Leads are passionate about craft, enjoy researching and sharing information, continuously looking for opportunities to upskill their team and coaching others.
A Product Owner is a squad member with the additional responsibility for the squad vision, backlog management and determining the day-to-day responsibilities of the squad. They lead the squad to collaboratively and collectively deliver on the squad goals.
Agile Coaches are the guardian of agile mindset and process. They coach individuals and teams to help them unlock their full potential and achieve their goals by instilling an agile mindset, building capabilities about agile ways of working, improving team processes and champion continuous improvement. Agile coaches are assigned to support squad members, product owners and Tribe Leads.
Each agile event forms the backbone of the agile sprint, which spans across a period of 2 weeks.
Daily Stand Up - A short meeting typically held in the same location and at the same time while standing to synchronise work.
Planning - A meeting that's held at the beginning of a period of work (sprint or iteration). The team determines what the goal of the iteration is and commit to what can be delivered in the time period and create their initial plan for completing those backlog items.
Review - A collaborative session typically held at the end of the sprint, for squad members to demonstrate value created, discuss challenges and receive feedback from stakeholders on work completed during the sprint.
Retrospective - A meeting that's held at the end of a period of work. The team reflect on the last sprint in relation to people, relationships, processes and tools to create a plan for improvements to be enacted.
Refinement - Day to day process of keeping the backlog up to date by reigning and adding items. Can be a meeting held before planning (usually week before)
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