One of the largest banks in the Middle East, headquartered in Dubai with more than 10,000 employees and over $180 billion in total assets, was three years into its Agile transformation. Digital product teams ran strong ceremonies. Most legacy support teams were running basic Scrum at best.
The challenge
With team members spread across countries, cross-team communication and dependency tracking had become the binding constraints, and headcount had grown far beyond the original training effort. Leadership wanted an external maturity assessment, a multi-year roadmap, and internal coaches trained to repeat the assessment on their own.
How we helped
Our Lean-Agile consultants assessed all 36 squads: interviews with IT and division heads, sessions with scrum masters, product owners, and team members, and direct observation of ceremonies from standups through retrospectives. Each squad received a maturity health radar with a SWOT analysis across people, process, and tools. We also partnered with the bank's internal Agile Center of Excellence, reviewing its playbooks and role maps.
The result
The bank received a tailored baseline for its transformation: 36 health radar charts, a training roadmap for scrum masters, product owners, and architects, and 4-to-6-hour boot camps covering story writing, estimation, prioritization, and retrospectives. More than 15 internal Agile leaders were trained to run future assessments in-house, with a training and coaching plan finalized for the next 12 months.