The agile journey within Heineken has been underway for several years. The journey started within the IT-for-IT environment. This on the one hand gives you acceleration at the start, but can also slow you down the moment you want to accelerate to the business. Heineken has a transformation strategy to transform team by team and portfolio by portfolio. This also presents various challenges, during certain period you have to deal with a hybrid situation. Formal mechanisms do not yet support the agile way of working. What are the learnings to date, what adjustments have been made during the journey within Heineken? The Senior Management session is an invitation-only session.
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