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      "text": "Using Agile techniques and a team of individuals who were already familiar with the principles, the company was able to compress this time frame by more than 75%.",
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      "text": "George Tome came to John Deere in 1998 as project manager within the company's corporate IT group. Tome brought with him a strong background in software development. Later, he became manager of Program/Project Management in Enterprise Advanced Marketing within Deere's Global Technology Innovation Network, which has responsibility for discovering technologies that could revolutionize the company over the next 5 to 10 years. But he was growing increasingly frustrated with traditional project management approaches, so he began experimenting with Agile principles “under the covers,” as he put it to us. From 2010 to 2012, as Deere's IT department moved aggressively to shift more than 800 developers into Agile teams, the culture of the organization opened up to broader expansion of the concepts.",
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      "text": "63%; non-IT respondents put it at 59%. Eighty-seven percent of IT respondents said that Scrum had improved their teams' quality of work life; 84% of non-IT respondents agreed. Eighty percent of IT respondents said that “delivering business value to the customer” was one of Scrum’s benefits most valued by executives; 77% of non-IT respondents agreed. Nearly everyone on both sides said they would continue using Scrum.",
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      "text": "According to Tome, “Almost every area [at John Deere] has someone starting to think about Agile and at least dabble with it.” One reason may be the data that supports this shift. When Tome introduced the concept, he immediately set out to measure changes in team happiness, work quality and velocity. Innovation team happiness scores shot from the bottom third of the company to the top third. Quality, as measured by innovative product projects, also improved. Velocity, as measured by the",
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      "text": "With support from Jason Brantley, director of Enterprise Advanced Marketing, Tome and two colleagues attended Agile training classes. The only problem was that all of the terminology and examples came from software, and they were complete gibberish to Tome's colleagues. So Tome worked with a coach named Joe Justice, whom he describes as a master in teaching Agile “with meaningful real-world non-software examples.” Soon he had a custom-designed, Agile-based set of tools which he dubbed “XI,” for eXtreme Innovation. The goal was to “think unreasonably big, work as iteratively and as small as practical, deliver faster than what’s been possible, adjust and adapt constantly.” He trained teams in all five John Deere Global Technology Innovation Technical Centers around the world and began publishing weekly one-page articles on Agile principles inside the company.",
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      "text": "John Deere's innovators target long-term disruptions that may require 5 to 10 years to fully develop and bring to market. They typically take about nine months to identify a new market opportunity, develop the basics of a solution that meets customer needs and test the solution. Using Agile techniques and a team of individuals who were already familiar with the principles, the company was able to compress this time frame by more than 75%. A more radical example was the development of a new “machine form”—a different kind of equipment, the specifics of which remain confidential. In this case Deere went from having an idea about a customer problem that it wanted to solve to a working prototype of the new machine in about eight months. “If everything went perfectly in a traditional Waterfall process, it would be a year and a half at best,” and it could be as much as two-and-a-half or three years.”",
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      "text": "John Deere. A recognized leader in advanced technology in agricultural and construction machines, John Deere created a global technology network of research and development centers staffed with innovators.",
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      "text": "These findings are consistent with our own experience. Having worked with hundreds of Agile teams in a broad range of industries and business functions—and examining more than 30 in significant detail—we find similar patterns of success.",
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      "text": "If everything went perfectly in a traditional Waterfall process, it would be a year and a half at best, and it could be as much as two-and-a-half or three years. — George Tome",
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