KLM ROYAL DUTCH AIRLINES
to innovate in the ‘ Digital Studio ’ is one of the core themes .”
In order to tackle the familiar challenge of implementing change at a company that employs nearly 32,000 people across a wide range of specialisms , KLM has adopted the agile way of working and the scrum framework to rapidly grow its ‘ Digital Studio ’ project .
The ‘ Scrum Studio ’, from which the ‘ Digital Studio ’ took its lead , is an environment designed by Scrum . org , led by CEO Dave West , to contain high-performing teams that exist either as physically separate organisations to the main business or as protected parts of that business , creating a cluster where individuals involved can fast-track empirically-based innovation without distractions .
“ It ’ s very difficult to change large legacy companies from the inside ,” outlines Vollenberg . “ Scrum . org came up with the ‘ Scrum Studio ’ concept which is that you start not within but more on the side of the large company . It tries to act as independently as possible – of course , you ’ ll never be completely independent because you need salaries , you need IT , but you try to do that .
“ That ’ s why we changed our working title into ‘ Digital Studio ’. We are trying to make progress to be faster , quicker and more innovative but not completely independent from KLM , because we also try to influence the bigger KLM with the things that we ’ re working on .
“ We work on a ‘ digital transformation ’ theme as an innovative studio . There are teams at KLM that work in digital in other areas like passenger operations , engineering and maintenance , cargo ,
“ At the moment I ’ m building a plan with the main points of attention for the next year , and to innovate in the ‘ Digital Studio ’ is one of the core themes ”
– Liesbeth Oudkerk Project Officer for Digital Transformation
18 June 2018