How implementation of Agile at Unilever is keeping it at the forefront

Adaptability in the current COVID inflicted times is of massive importance to companies worldwide. Unilever is a step ahead in the transformation since it is able to respond to consumer needs as quickly as possible in real-time with the help of its agile methodology. In early 2020 hand sanitisers weren't something that Unilever was making in the US. But with the help of agile, they were able to go from idea to market in just 6 weeks!

The right timing

Unilever began to work towards becoming an end-to-end agile organization only a few years ago which actually turned out to be excellent timing. Current times have urged Consumer goods companies to opt for product variants and new purchasing channels. If a company is stuck in working on longer cycle times, it is bound to miss out on growth opportunities.

When speed is the currency, agile offers the quintessential culture of experimenting, risk-taking, learning, and improved cycle times. Agile also makes it possible to have seamless remote team functions like frequent communication and accountability.

While we increasingly keep hearing about the need to change in this crisis, Unilever is leading the change with better collaboration, more accountability, creativity, and growth by being agile. To become an agile organization, fast fails are part of the process. It’s a fairly new way of working that ensures that teams are focused on customers and value.

Implementation process

The goal of going agile is to get value reach to the customers faster. Agility for changing market is implemented at Unilever through real-time POS data, daily and concurrent planning, “no-touch planning” through AI and machine learning, and by producing tomorrow what they sold yesterday.

There are 5 steps which Unilever uses to deliver value faster through agile:

1. Prioritize projects based on customer value. Re-prioritize as frequently as needed

1. Prepare a detailed brief of each project

1. Update on progress, assign tasks and identify roadblocks and owners

1. Share demos of work with stakeholders

1. Conduct a retrospective for learnings and fast fails

For Unilever, combining scale with agility is of utmost importance to become a faster and leaner organization. It was recently transformed to be run by 3 global divisions – Beauty & Personal care, Foods & Refreshment, and Homecare. At Unilever, agile was indeed implemented at the ideal time and now they just have to ensure to embed these new ways of working at scale.