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    Agile Transformation Case Studies

    Some of our successful agile stories
    An Indian business leader giving a presentation with growth charts and projections, showcasing successful business expansion and future growth in India

    Large shipping company: agile transformation

    Leading product-based IT Company that provides software solutions catering to shipping and logistics

    1. Conduct agility assessment and help implement required agile practices to reduce time to market and improve product quality

    1. Time to go to market was very long
    2. Resistance to change
    3. Issues with end product quality

    1. Agility assessment to understand the chanllenges and pain areas and recommend areas for improvement
    2. Assignment for agile coaches to define and implement agile ways of working
    3. Process absorption checks on ceremonies ,team maturity and code quality
    4. Facilitating the team to use ALM tools and build strong ,measurement and governance system

    1. Working product in short time
    2. Increased and consistent team velocity
    3. Team was able to manage and reduce technical debt
    4. Teams became self organised and were able to work independently with least supervision

    Large IT product company: agile transformation

    A large IT product company providing digital transformation and cloud solutions, with strong expertise in financial services , insurance services , retail solutions and igitial learning 

    An Indian business leader giving a presentation with growth charts and projections, showcasing successful business expansion and future growth in India

    1. Different level of awareness and adoption of agile practices which was resulting in missed commitment and poor quality

    1. Misalignment in release and sprint planning activities resulting in missed commitments
    2. Technical debt was piling up
    3. Low agile adoption
    4. Product quality was a big issue

    1. Agile assessment was done for sampled projects
    2. Deployment of agile coaches for facilitating agile ceremonies
    3. Processes and controls designed for behavior driven development approach
    4. Tools like personas and joumey maps used to capture the requirements that are implicit in nature
    5. Checkpoints refined in SONAR and the implementation was made mandatory

    1. Improved release cycles and effective delivery of MVPs
    2. Quality built into the system continuous integration with test automation Mindset shift from feature driven development to test/behavior driven development
    3. Releases aligned to user expectations and faster delivery
    4. Improved code quality and reduction in rework

    Fintech client: agile transformation

    Leading global financial institution that delivers a broad range of financial services to a large and diversified client base

    Happy mid aged business woman manager handshaking at office meeting. Smiling female hr hiring recruit at job interview, bank or insurance agent, lawyer making contract deal with client at work.

    1. Traditional waterfall-based development and unstructured service management. Too much process tweaking for every project/customer, leading to ineffective governance

    1. Frequent releases and changing customer needs (broker and exchange systems) Complex and overdone processes
    2. Multiple level of reviews and testing to avoid defects, and still the quality had been an issue Not enough control on ad-hoc activities while doing releases

    1. As-Is process diagnostic followed by building basic awareness sessions
    2. Stakeholder discussions to understand their pain areas and process bottlenecks
    3. Value stream maps created and VA-NVA analysis performed Improvements identified and piloted for a quick validation of the proposed approach
    4. Improvements identified and piloted for a quick validation of the proposed approach
    5. Framework design (agile services) and tool set recommendation
    6. Mentoring and advisory support for tool deployment
    7. Training for building process awareness and agile competencies
    8. Framework implementation and hypothesis

    IT/ITeS: agile transformation

    Client provides Finance, Insurance, Retail, Mobility and E-learning solutions to the clients delivering high business values products and service

    Document management concept, Businesswomen check electronic documents on digital documents on virtual screen Document Management System and process automation to efficiently document paperless operate

    1. Project and support teams were working with traditional processes, however, the end client expectation was enhanced time to market with flexible requirement management process without compromising quality.

    1. The product development and service management is becoming challenging with every changing requirements and dynamic service expectation
    2. Client is unable to manage the unpredictable business expectation with traditional methods and they expect for business agility and transformative IT systems to establish a more responsive framework

    1. Developed a value-driven approach in transforming project and support team to agile ways of working Value-driven approach focuses on transformation and adoption in 4 steps: discover, discipline, efficiency and effectiveness
    2. Performed diagnostic study on the current practices for all project and support teams and came up with strategy in managing the teams effectively
    3. Implemented a business operating model for the projects focusing on agility and customer collaboration
    4. Involved in setting up tools and training the teams in practicing the model

    1. Improved productivity and rework reduction observed in project teams
    2. Enhanced service adherence and responsiveness in support teams
    3. Teams continued to work in a collaborative approach, able to respond flexibly and rapidly to customer requests
    4. Tool implementation facilitated in collecting data and trends across project and support teams and setting up business and client expectations

    Consumer goods: creating agile and responsive supply chain

    A Leading name in the consumer goods space

    1. Rise of e-commerce, digital play, and online influencers have changed consumer Rates and made demand fur toys challenging to predict, Client wanted to create an agle and responsive supply chain

    1. Aimed to improve alignment of manufacturing with actual performance of products on the sheff or online
    2. Looked for future-forward business processes and transformative IT systems to establish a more responsive supply chain model

    1. Developed blueprint for a wimble, reactive supply chain model, from KPis to choices of architecture for next generation IT
    2. Executed pilot design to fine-tune new model, ahead of large-scale investment in technology
    3. Change management to create new supply chain organization from job roles and structures to planning and scheduling
    4. Implemented a modern supply chain planning solution and enabling control tower globally to power the new demand and supply planning processes

    1. Improved on-time and in-full targets, increased manufacturing schedule adherence, and reduced planning cycle time
    2. Leveraged historical information and trends to anticipate future demand
    3. Aligned manufacturing with actual performance on the shelf and online much more quickly
    4. Improved customer service and responsiveness

    Healthcare technology provider: agile transformation

    Client is a healthcare technology provider who wants to transform one of their large portfolios to agile management structure

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    1. The scope of work involves developing a framework for assessing organizational agility, performing an agility assessment, identifying Improvement opportunities, designing solutions and best practices, training, and coaching

    Client had below requirements

    1. Transformation of a selected portfolio to agile methodology, make the selected team nimbler to enable meaningful outcome at the end of every iteration (sprint), requirements management to be switched to agile format, value/outcome driven release management, integration of solutions and R&D teams, institutionalization of quarterly planning cycle and 2 weeks sprints, cost reduction, instill agile mindset among team members and achieve "develop with a cadence and release on demand capability

    1. Assessed the as-is scenario of selected portfolio using surveys, interviews, focus group sessions, independent assessments and document review
    2. Stakeholders who participated in the diagnostic phase include process and tools team, leadership team, product management team, solutions team and engineering team
    3. Overall, 22 sessions were conducted, and 36 teams and 198 practitioners participated in those sessions, Total 20 days were spent for this activity
    4. A detailed assessment report was submitted to the management and detailed presentations were given to respective practitioners for planning their next phase and a comprehensive design for agile transformation was created and stakeholders were trained
    5. Pilot team identification was done, and tools were set up. Coached relevant teams and individuals. Cadences were built and regular ceremonies and team health assessments were conducted
    6. Dashboards and program tracking metrics were created

    1. Improved on-time and in-full targets, increased manufacturing schedule adherence, and reduced planning cycle time
    2. Leveraged historical information and trends to anticipate future demand
    3. Aligned manufacturing with actual performance on the shelf and online much more quickly
    4. Improved customer service and responsiveness
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