What has your journey been like at Telefónica Movistar and how do you add value today from Colombia?
My story at Telefónica Movistar began in 2019, when I joined Movistar Colombia as a Scrum Master. During that time, I supported teams in their agile adoption and maturity, optimising processes, implementing Scrum and ensuring that deliveries were aligned with business objectives.
In 2020, I had the opportunity to join the HispAm operation, which allowed me to broaden my vision at the regional level. For approximately one year, I supported the implementation of agile metrics, alignment strategies and monitoring models in countries such as Argentina, Mexico, Chile, Ecuador, Colombia, Peru, Uruguay and Venezuela.
This experience allowed me to understand how to adapt agile models and metrics to different organisational contexts, taking into account their level of maturity, business priorities, and operational reality. One of the key focuses during this period was the definition of agile maturity models for the roles of Scrum Master and Product Owner, which we developed together with colleagues from each region.
This line of work allowed us to establish clear growth paths for these roles, incorporating dimensions such as strategic thinking, value delivery, facilitation, and adaptive leadership, among others.
During my time at Hispam, I also had the opportunity to participate in the Radical Evolution project, a challenging and transformative initiative in which I accompanied two strategic business teams. One of them was focused on digital marketing and value generation, and the other on digital channel processes, where I contributed through facilitation, agility, and continuous delivery.
My role as Scrum Master was key to empowering the teams, facilitating their evolution, and creating safe spaces where collaboration and continuous improvement became the norm. In addition, in this context, I laid important foundations for the implementation of agile metrics connected to the business strategy.
It was a real-world laboratory where we were able to validate how agile practices, when focused correctly, generate tangible results for both the customer and the organisation. This project consolidated my conviction that agility is a powerful lever for accelerating the digital and cultural transformation of the company.
In 2025, I returned to Movistar Colombia to take on the role of Agility Enabler Specialist, with a renewed focus aligned with the country’s strategic objectives. Today, my work focuses on generating value not only through the implementation of agile practices, but also by integrating innovation, digitalisation and emerging technologies, such as Artificial Intelligence (AI), always ensuring that each action is aligned with the strategic plan and, above all, that it translates into a tangible impact for the business and our customers.
How do you impact Colombia’s strategy to generate value?
As an Agility Enabler Specialist, my main objective is to turn agility into a strategic enabler for operations in Colombia. I am leading key initiatives, such as aligning agile metrics with the company’s strategic plan, which involves translating the deliverables of agile teams into concrete results for the business.
One of the most important projects I am involved in is the implementation of a model that allows us to manage and measure the value generated by our deliveries in key indicators such as NPS, Movistar Total and economic contribution. Through this tool, we can visualise the impact in real time, which makes it easier for business teams and senior management to make more informed and strategic decisions. The key to this approach is transparency and constant alignment. Agile metrics should not only measure the work delivered, but also the value generated. This approach allows us to continuously evolve and improve the way we work.
How are you involved in the Artificial Intelligence Chapter in Colombia to connect agility, AI and innovation?
In my current role, I also actively participated in Movistar’s Artificial Intelligence Chapter, a fundamental space for integrating technological innovation into our organisational culture.
My contribution here is to support the AI Chapter to ensure that the governance and implementation of this technology align with agile principles across the organisation. AI is a powerful tool for automating processes, improving decision-making and optimising operations.
However, it is crucial that agility is the foundation on which we manage these changes. It is not enough to implement AI; we need to build a structure that allows us to adapt quickly, while integrating innovation at all levels of the operation. My role is also to ensure that AI, digitalisation and innovation work together to deliver sustainable solutions aligned with the company’s strategic objectives.
Why is it so difficult for companies to adapt to change?
Resistance to change in organisations often stems from the attempt to balance stability and evolution. Companies, especially large ones, have established processes and structures that have worked for a long time, creating inertia that is difficult to break.
Change means questioning the status quo, abandoning certainties and facing uncertainty, which generates fear and, in many cases, paralysis. Furthermore, not all companies understand that change must be constant and evolve in cycles. Agile methodologies promote precisely this ability to adapt continuously, but for this to work, change must be perceived as an opportunity rather than a threat. This is where leaders play a crucial role: they must act as catalysts for change, creating a culture of trust, collaboration and constant learning.
How can a company’s agility be measured?
Measuring a company’s agility goes beyond counting how many teams work with Scrum or how many sprints have been completed. Agility must be measured across several dimensions, always aligned with the organisation’s strategic objectives. Some ways we measure agility are:
- Agile metrics: These include velocity, delivery predictability and cycle time. However, beyond the numbers, we care about the ability of teams to adapt and deliver value continuously.
- Agile Maturity Index (AMI): This index allows us to assess how the organisation has matured in terms of adopting and practising agile methodologies.
- Digital Maturity Index (DMI): This reflects the degree of digitalisation within the organisation and how technology is integrated into processes and workflows.
- Key role assessment: As Scrum Masters and Product Owners, we assess the competencies and impact of these roles within teams, as well as their ability to lead agile transformations and generate value.
It is important to note that, beyond indicators, agility must be measured by its real impact on the customer and the business. If what we do does not translate into tangible value, we are not being agile.
Final thoughts for those leading transformation within their companies
Agility is much more than a set of practices; it is a mindset that must permeate all levels of the organisation. Digital transformation, AI, innovation and continuous improvement must go hand in hand, but always with a clear strategic vision. The key is to create an environment where teams can experiment, learn, fail fast and improve constantly.
Transformation does not happen overnight, but if we lay the right foundations, with clear leadership and a value-focused approach, we can build an agile, resilient organisation that is ready to face the challenges of the future.
Who have been the key people in your journey into agility and how have they influenced your current contribution in Colombia?
Throughout this journey, I have been fortunate to work with people who have not only been professional role models, but also key allies in driving agile transformation at Telefónica.
During my time at Hispam, having Janina Flores Meléndez as Agile Governance leader was key. We worked closely with her to build regional guidelines that allowed us to standardise concepts, practices and metrics across the board, while respecting the diversity of each operation. Her strategic approach and clarity in structuring agile governance were a valuable guide in my development.
Back in Colombia, resuming work with Blanca Lidia Vallego García and Oscar Mauricio Parra Folleco — Agile Coach for Colombia — has been a natural and enriching process. We share a vision and commitment to raising the maturity of the Scrum Master and Product Owner roles, and together we have led the evolution of the models that today enable us to measure and drive the development of these key profiles in teams and across the organisation. Finally, I cannot fail to mention Juan Miguel Velandia Garcia, my current mentor, with whom I have consolidated the metrics initiative in Colombia from Hispam. His strategic vision, business focus and clarity on the impact of data have been essential in building a metrics model that truly connects agility with business results. These individuals have been instrumental in giving my work a solid foundation, with a regional vision and local execution, always focused on delivering real value through agility.
