Context:
Our client, one of the UKs largest issuers of credit cards, were embarking on a Digital Transformation journey following the decision to bring all product development in-house.
Our Response:
Iridium provided one of its trusted Agile coaches to deliver the agreed elements of the Agile Transformation Programme.
Developing and deploying seminars and roadshows to help create a baseline understanding of Agile across the organisation.
Delivering in-depth training to key agile practitioners across the Squads
Delivering ‘in the moment’ coaching to squads (squad set up and ad hoc requirements)
Measurement of squad performance and continuous feedback and development to ensure effective delivery and increased performance
Support the Head of Talent and Resourcing to design a colleague lifecycle proposal to support the ‘spotify’ model in digital and beyond
Key Outcomes:
Increased Enterprise Agility and reduced Digital Product Development Lifecycle cost of delay, whilst improving quality and governance by establishing a corporate end-to-end workflow in JIRA.
Improved quality and delivery speed for Call Centre Support, Commercial departments, MI reporting and HR by introducing workflow transparency, ‘Done definition’ policies and limiting work in progress (Kanban).
Increased organisation knowledge sharing and standardisation in Agile ways of working by curating content on intranet (Confluence).
Improved corporate collaboration and standardised product quality via 'Done definition' by establishing Centres for Excellence for Credit risk, IT security, Operation and Conduct and Legal and compliance.
Introduced Credit Score gamification and facilitated rapid cost-effective de-risking by establishing Google design sprints.
Reduced project management reliance, rework and improved cross team coordination, collaboration and communication by introducing big room planning.
Increased squad agility and outcome focus by introducing agile balanced scorecard (signed off by ExCo).
Iridium continues to support its client today with a number of their critical projects and programmes.