Triumph

Learn about our triumphs at Lean-Agile Enterprises!!! “Victoriae super rotam”

A 50+ year old  global producer of cyber-physical products has been experiencing new competitive disruption in their industry

Situation:
This disruption was different in that it tackled their software operating system more than the physical product and were losing market share due to customers preferring the user experience of the competition’s products.

Task:
The global producer realized they had a delivery speed to market challenge, not able to release updates at the same pace and quality as their new competitors. They reached out to Lean Agile Enterprises for an introduction to the Scaled Agile Framework along with three assessments: Agile, Architecture and Quality.

Action:
Lean Agile Enterprises paired up with a digital technology consulting firm and provided the training and assessments. There was much resistance within the company to shift to a new delivery framework and took months to fully accelerate the transition process.  Lean Agile Enterprises provided full SAFe training and Program Increment (PI) Planning preparation and consulting.

Result:
The switch to running an Agile Release Train turned out to be a major success, exposing hidden “pet projects” from Product Management and overlapping work that was actually counterproductive.  The PI Planning sessions helped unify business and engineering together so well that they began releasing value at a faster pace and regain market share over their competition.  The adoption has grown further through all of Engineering and IT as well with multiple ART’s in motion.


Large regional insurance carrier experiencing continued challenges providing value to their customers at a faster pace.

Situation:
A large US-based insurance carrier has been struggling with unifying their Business and Information Technology departments to deliver value faster to their customers.  Back in 2014, they attempted a failed Agile Transformation in IT using Agile coaches and were hesitant to try it again.

Task:
With the hiring of a new VP into IT who came from a company that had undergone a successful SAFe transformation, he brought in Lean Agile Enterprises to provide a blended SAFe and custom Agile framework.  His target was to increase customer satisfaction by uniting business and IT under a unified delivery framework.

Action:
LAE partnered with a digital technology consulting firm to support the concept of both “Enterprise Agile Coaches” along with “Player Coaches” to enhanced Product and Technical guidance.  LAE provided leadership consulting, Agile and SAFe training and supported the SAFe-based pre-Program Increment (PI) Planning and PI Planning events.

Result:
The client has made tremendous progress with unifying business and IT.  The “us versus them” mentality of wrong product features and missed milestones has been replaced with unified product features and shared delivery dates, shifting scope and sequence to match changing client needs as they are discovered during regular demos and feedback cycles. The PI Planning was a huge success and have now increased interaction within their full product portfolio.


A Big Four professional services firm wished to explore, design, build and deploy and release an interactive digital experience for their enterprise tax clients at a global scale

Situation:
This firm was lagging behind its competitor from a product delivery standpoint. They needed to revolutionize how their clients interacted with the tax line of business by providing them a fully digital product and they needed it now! Given the shifting landscape of the industry, this client needed increased business agility with the changing business environment and continuously deliver customer value over time.

Task:
Lean Agile Enterprises was brought in to support their Digital Transformation and guide coaching to key members of their product delivery teams.

Action:
LAE came in and supported their Digital Transformation, leveraging Essential SAFe for product development, uniting Business, Information Technology and Shared Services.  This consisted of multiple meetings with key stakeholders, the Release Train Engineer, Scrum Masters and team members and SAFe training to delivery team members.  LAE also directly participated in PI Planning activities.

Result:
The resulting product expanded rapidly, going from a national product to a global product with C-level buy-in under a continuous delivery pipeline, delivering when business was ready.  They have caught up to their competitors and now surpassing them with expanded global features. Awareness and support from leadership grew delivery from two teams to now over two global Agile Release Trains, accounting for hundreds of participants, united in vision and delivery for business agility.  Now, they have built a perpetual delivery machine, bringing work to the people instead of people to the work and expanding their value streams.


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