A Fortune 500 transportation and logistics firm, more than 50 years old with over $8 billion in revenue and 20,000 employees, had long delivered projects the traditional way. Requirements gathering alone consumed more than 40% of the delivery cycle, hand-offs between design and technology were routine, and products tended to ship late and over budget.
The challenge
Business and technology were not aligned on delivery goals. Leadership knew time-to-market had to drop and quality had to rise to give customers a better experience.
How we helped
We began with an organizational assessment from senior leadership to individual contributors, then delivered role-based training: an Agile for Executives workshop to align leaders, followed by Agile boot camps and portfolio workshops for middle management. We brought in an Enterprise Agile coach to help technology teams adopt Scrum and Kanban and build cross-functional teams with dedicated product owners from the business.
The result
- A central Agile Center of Excellence to guide large-scale initiatives
- Employee morale up by more than 30%, and turnover down by more than 20%
- 300+ employees trained and certified in Agile methodologies
- The flagship online portal delivered iteratively, with the MVP shipping ahead of schedule and projected revenue of $10M+ over two years