PlayStation Network -SAFe: Enabling Value Delivery

SAFe: Enabling Value Delivery

“I personally believe we have delivered more in the two years we’ve been using SAFe than we did in the four years prior-not in raw code, but in value. Our downtime went down and that saved the company about 30 million over the course of the year. That’s real money and a really positive outcome.”

Tripp Meister, Director of Technology, PlayStation Network

Challenge:

Co-located teams across eight different cities found Waterfall and Agile Scrum fell short in bringing together members cohesively.

Industry:

Media and Entertainment, Consumer Products

Solution:

SAFe®

Results:

  • Delivered double the value compared to before practicing SAFe
  • Cut initial planning time by 28 percent
  • 700 team members across 60 Scrum teams actively using SAFe
  • In two years, launched six trains globally, shipped more than 350 production releases, completed 22 PSIs, over 125 sprints and 250 features

Best Practices:

  • Work toward a common theme—”We base our milestones on an objective set that goes across all thousand people doing this, giving them a common theme to work toward,” Meister says.
  • Decentralize decision-making—Empower individuals to negotiate decisions together, at all levels.
  • Gain full buy-in—”SAFe worked because everyone bought into it, top to bottom,” Meister says.

Introduction

Since 1994, millions around the world have chosen to game with PlayStation. Today, the gaming console made by Sony Interactive Entertainment (SIE) continues to lead with more than 150 million users globally. And most recently, it took the top spot among competing consoles in holiday sales.

SAFe: Enabling Value Delivery

PlayStation customers eagerly await new releases. Delivering a quality product on time requires tight collaboration across more than 1,000 SIE engineering team members. Co-located teams reside in eight different cities.

In meeting its targets, the SIE engineering organization found Waterfall and Agile Scrum fell short in bringing together hundreds of team members cohesively. These approaches failed to address the many dependencies across the organization and resulted in less than desirable business results. What’s more, disparate teams were able to plan only one or two iterations in advance.

“It can take 700 people to make one screen available,” explains Tripp Meister, Director Technology, PlayStation Network. “Coordinating this work and having it well organized so the company can release new features and updates is critical to success. If we just follow processes like Scrum and Agile, things can fall through the cracks, especially with the highly connected systems we build at PlayStation.”

SAFe®: Enabling Value Delivery

In early 2014, SIE leadership chose to deploy the Scaled Agile Framework® (SAFe®) to bring greater organization and collaboration to development.

“SAFe gives us top-down prioritization based on senior management direction, pulls disparate groups together into common timeframes, and enables us to manage dependencies much better,” Meister says.

SIE engaged a SAFe coach and began with the 2-day Leading SAFe® training for managers. By February of 2014, the company launched its first Agile Release Train (ART), and then followed that with ART launches every 12 weeks.

For every launch, team members come together in person. “Every 12 weeks, about 500 people coalesce in San Diego,” Meister says. “While it’s not cheap to bring everyone together, it’s what allows us to deliver value because you walk out of there and know you can get your work done. For 12 weeks, you are unimpeded.”

Prior to adopting SAFe, cadence varied across groups. Some iterated daily, while others did so weekly or bi-monthly. Now, SIE consistently adheres to a cadence of two weeks with 12-week iterations or PSIs, potentially shippable increments (identified now as Program Increments (PIs) in SAFe 4.0). They run six or seven iterations at a time, which comprise a major release.

SIE program managers serve as Release Train Engineers (RTE), which Meister refers to as the “ringmasters.” They oversee designers, user experience developers, systems architects, systems engineers, and product managers in executing on work in manageable increments and in adhering to the vision.

With the move to SAFe, the company made demos optional for developers. And when they do attend, demos remain high-level and limited to just 5-10 minutes—compared to all-day demos presented previously. “If developers do attend demos, it’s an opportunity to read the face of the product manager they delivered to,” Meister says.

Clearer Vision, Predictability and Priorities

At SEI, SAFe has fundamentally changed the culture of the engineering organization:

Greater visibility/transparency—Developers have more insight into broader company initiatives and activities. “Now, every planning session we do, every single employee practicing SAFe knows our financial results,” Meister says. “The work we do isn’t usually visible, so when you see that you impact the bottom line, it resonates better.”

SAFe: Enabling Value Delivery

Better coordination—Prior to SAFe, collaboration wasn’t necessarily constructive. Now, from Tokyo to San Diego, everyone speaks a common language when it comes to Agile. Disparate groups work together more cohesively, and SEI has enhanced coordination between Portfolio and Program management activities.

Dependency management—In an environment with many dependencies, SAFe serves as a dependency management system, improving predictability.

Clearer priorities—With weighted shortest job first (WSJF), SAFe brought a new approach to prioritizing. “SAFe has really allowed us to work on the most valuable thing at the moment,” Meister says.

$30 Million in Savings

Today, approximately 700 team members across 60 Scrum teams actively use SAFe. Since 2014, the company has launched six trains globally, shipped more than 350 production releases, completed 22 PSIs, over 125 sprints and 250 features. With the Framework, SEI also cut initial planning time by 28 percent. Instead of 1550 man-days to plan, it now takes 1125.

“I personally believe we have delivered more in the two years we’ve been using SAFe than we did in the four years prior—not in raw code, but in value,” Meister says. “Our downtime went down and that saved the company about 30 million over the course of the year. Before, we had done similar things, but they were not nearly as effective as SAFe.”

The following summary is based on a public presentation by Tripp Meister of PlayStation Network.

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Northwestern Mutual – SAFe for Financial Service

“We had been challenged a number of times in changing our underlying CRM platform. After implementing SAFe, our overall effort actually came in $12M less than originally estimated and 18 months sooner than predicted.”

Bryan Kadlec, Director, Client Digital Experience

Challenge:

Market leader Northwestern Mutual sought to apply Lean-Agile practices to remain competitive, though previous efforts had been stymied by a longtime Waterfall culture.

Industry:

Financial Services, Insurance

Solution:

SAFe®

Results:

  • Collection Feature Cycle Time improved 30-50%
  • IT delivers requested capabilities 80-90 % of the time
  • The overall effort on a project came in $12 million less than originally estimated and 18 months sooner than predicted

Best Practices:

  • Support experimentation—Leadership at NWM fostered an environment, and provided resources, to enable this transformation. “Our forward-thinking leadership knew we needed to bring in some changes so they invested in continuous learning and improvement,” Schindler says.
  • Use proxies for offshore teams—NWM pre-plans with offshore teams and then brings proxy representatives to PI planning events.
  • Customize SAFe—NWM increased engagement with its own spin on the program board, with the Transformation Railway Station.

Introduction

In business, staying ahead of the competition inevitably requires taking some risks. But how do you do this, when a key part of your success depends on keeping risk at bay? That’s the question Milwaukee-based Northwestern Mutual (NWM) had to answer while seeking new ways to maintain and build on their 160-year history of helping families and businesses achieve financial security.

To maintain the leadership position NWM has built over nearly 160 years, the organization has taken an innovative, entrepreneurial approach to business. It’s paid off: The past year (2016) was one of the company’s strongest. The company reported record-level revenue ($27.9 billion), was named by FORTUNE® magazine as one of the “World’s Most Admired” life insurance companies, and has maintained the highest financial strength ratings awarded to any U.S. life insurer.*

300-Day Cycles

In 2012, the company reached a turning point. In addition to a company-wide push for continuous learning and improvement, IT needed to move faster.

“It took over 300 days and many instances to deliver value to our customers,” says Jill Schindler, Manager, Client Digital Experience. “We were getting a lot of questions around, ‘Why does it take so long and cost so much?’ We knew we needed to be more flexible, adaptable and responsive, and it didn’t take us long to realize that Agile was a big part of that.”

SAFe for Financial Services

NWM had tried to adopt Lean-Agile practices before, experimenting with a few Scrum teams in the mid-2000s. However, those efforts ran headfirst into a deeply ingrained Waterfall culture.

“We didn’t start with much training or coaching, and teams worked on the aspects they wanted instead of the aspects that we needed,” says Bryan Kadlec, Director, Client Digital Experience. “We fell woefully behind and then were slammed by a waterfall world to put out the fire.”

A Second Attempt at Agile

Northwestern Mutual shelved its Scrum efforts until 2012, when the company embarked on a more methodical approach to Agile. This time, they set out to train as many people as possible. “We wanted to do this and senior leadership believed in it, so we pushed forward,” Schindler says.

At the time, three or four teams experimented with Agile but the organization simply was not set up to accommodate it.

For next steps, they held their first rapid improvement event (Value Stream mapping). The weeklong event brought together Scrum teams and specialized teams with the goal of addressing the challenges of these distinct groups working together. The end result: a better understanding of the problems and a systematic way of approaching them. Key to that was engaging the IT strategy team to help remove barriers.

The Missing Piece

About that time, NWM found the Scaled Agile Framework® (SAFe®) and quickly saw it as the missing piece. “SAFe totally lines up with what we were already trying to do but we just didn’t have a platform for it,” Schindler says. “This was the framework we needed for delivering Agile at scale.”

“In SAFe, we could see Agile and Lean together and had this sense that it was a very powerful thing,” Kadlec adds.

Schindler and Kadlec went back to the leaders or their respective organizations and secured resources to try SAFe—becoming pioneers not just for their own company, but also establishing NWM as the first large company in Wisconsin to take this course. They believed firmly in their chosen path, but it still felt risky to apply new practices to a large chunk of the company’s portfolio.

“It shaved a few years off our lives!” Kadlec quips. “We believed that the path we were taking would deliver high value, but it still felt high risk. But if we’re going to compete, we had to have quicker response time.”

The First Program Increment (PI)

SAFe for Financial Services

Schindler and Kadlec trained as SAFe Program Consultants (SPCs) and additionally tapped Al Shalloway, CEO, Net Objectives, along with SAFe Fellow Jennifer Fawcett to facilitate the company’s first PI planning event. NWM asked 270 people to come together for the first two-day event—in January in Wisconsin—where they launched their first four Agile Release Trains (ARTs).

The response was heartening. People were engaged and ultimately on board. “At the end of the day, we felt a huge sense of accomplishment,” Schindler says. “Everyone understood what was expected of them.” Northwestern went on to train as many people as possible. In fact, for some team members, training was the first sprint.

Making the shift in the company’s longtime waterfall culture wasn’t easy. Coaching was key, especially at the beginning. As teams went through cycles of Plan, Do, Check and Adjust, old behaviors would emerge—and need to be addressed. In truth, some individuals chose to leave—but most chose to dedicate themselves to the new way of working. The “new era” behaviors the Agile mindset fosters have taken such a firm hold companywide that they are now a factor in performance reviews.

By the second PI event, again with Fawcett facilitating, Release Train Engineers had a sense of ownership.

Transformation Railway Station

Northwestern Mutual took a clever twist on the ART program board, dubbing it Transformation Railway Station. On its board, a tunnel image represents the funnel of new work/ideas and cows represent impediments. The former is particularly apt given that, in 1859, two policy owners were killed when a train hit a cow and derailed. When the new company lacked the full funds to pay out those first life insurance claims (for $3500), NWM’s president at the time personally borrowed the funds.

On the board, laminated trains make their way along the track (the Portfolio level) from the departure station through various stages:

  • Identify—Communicate change vision, and determine Value Stream, ARTs, scope, PI planning date and training
  • Prep—Perform SAFe training
  • Launch—Conduct final prep and first PI planning event
  • Mature—Coach and develop the ART
  • Inspect and Adapt—Hold Inspect and Adapt workshop, plus second PI planning event
  • Aftercare—Complete coach strength, weakness, opportunity and threats (SWOT) assessment; discuss future coaching engagement

Through the PI, all parties keep a close watch on progress and metrics. “Leadership can walk up and know where we are at any time,” says Sarah Scott, Agile Lean Organization Coach at Northwestern Mutual.

SAFe for Financial Services
Transformation Railway Station

Cycle Time Improvement

Since deploying SAFe, and beginning its first earnest Agile efforts, Northwestern Mutual reduced Collection Feature Cycle Time by 30-50%. And surveys of business representatives indicate that IT delivers what they requested 80-90 percent of the time.

Ultimately, the changes affected the bottom-line—for the better. “After implementing SAFe, our overall effort actually came in $12 million less than originally estimated and 18 months sooner than predicted,” Kadlec says.

Now in year three, with 12 PIs behind them, the company has five SAFe instances and 14 ARTs in progress across a wide range of product areas. Northwestern Mutual provides leadership for SAFe in Wisconsin, even hosting a Scaling Agile Meetup Group that draws as many as 300 attendees to its monthly gatherings.

“We’re at a tipping point now, continuing to break down barriers,” Schindler says. “The whole organization is in the heart of a major transformation and we’re leveraging SAFe to accelerate our Lean-Agile IT transformation. We’re at a whole other level that I don’t think would have happened as quickly or with as much impact if we’d just had a handful of Scrum teams.”

* Ratings are for The Northwestern Mutual Life Insurance Company and Northwestern Long Term Care Insurance Company, as of the most recent review and report by each rating agency. Northwestern Mutual’s ratings: A.M. Best Company A++ (highest), 5/2016; Fitch Ratings AAA (highest), 11/2016; Moody’s Investors Service Aaa (highest), 1/2017; Standard & Poor’s AA+ (second highest), 6/2016. Ratings are subject to change.

Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company (NWM), Milwaukee, WI and its subsidiaries.

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AstraZeneca – SAFe for Agile Adoption

AstraZeneca - SAFe for Agile Adoption

“We’re delivering faster with greater quality and less manpower—resulting in substantial financial benefits from the teams that have adopted Agile to date. We expect to double our adoption of Agile this year.”

Patty Sheehan, AZ Agile Cultural Change Lead and Coach

Challenge:

Scale Agile practices across a large global change portfolio

Industry:

Pharmaceutical

Results:

  • Substantial financial benefits delivered in the first year
  • Significantly faster time-to-value delivery
  • Reduced team sizes
  • Improved quality of outputs over previous solutions

Best Practices:

  • Address culture change – AZ focused on the culture shift required to support Agile by creating Culture Leaders.
  • Align governance and procurement – AZ aligned funding and governance approval with Agile ways of working, enabling teams to make progress quickly and benefit from Agile delivery.
  • Consider face-to-face ARTs – AZ required face-to-face planning at the launch of a new Agile Release Train (ART).
  • Stay organized – AZ used task tracking and collaboration tools extensively.

Introduction

AstraZeneca (AZ) is a global, science-led biopharmaceutical business employing 61,500 employees worldwide. Millions of patients around the globe use its innovative medicines. AZ activities span the entire life cycle of a medicine, from research and development to manufacturing and supply to the global sales and marketing of primary care and speciality care medicines that transform lives.

SAFe for Agile Adoption

AZ teams are pushing the boundaries of science to make a difference through medicine for patients, their families, our stakeholders, and society in general. AZ believes that scientific research and applying leading technology are key to achieving cutting-edge innovation and at the heart of what we do.

In AZ, IT is helping to push the boundaries of science to deliver life-changing medicines by continuously improving the IT environment and working with business teams to innovate for competitive advantage.

Enterprise-wide Alignment with Agile

AZ has made use of Agile practices for a number of years at small scale, but up to 2014 had continued to deliver the majority of its programs using traditional approaches. A decision was taken to adopt Agile methods more broadly across its IT change portfolio in order to bring about a step change in delivery performance. PA Consulting was selected by AZ to support this transformation effort, providing organizational change management expertise, Agile transformation strategy, training and coaching. AstraZeneca and PA Consulting selected the Scaled Agile Framework® (SAFe®) in late 2014 as the framework to be applied to support the adoption of Agile.

“We needed the ability to scale Agile quickly because we run large, complex programs at AstraZeneca,” says Patty Sheehan, AZ Agile Cultural Change Lead and Coach. “SAFe is a flexible yet robust framework that has already been proven successful. It has been the right fit for us.”

The SAFe Agile adoption approach focused on organization and culture change, supporting Agile teams directly and ensuring that processes such as procurement and regulatory approval were aligned with Agile. The Agile adoption has so far been extremely successful with teams reporting significantly faster time to value delivery (40-60%), reduced team sizes (cost reduction of 25-40%) and improved quality. Financially, we rigorously monetized a large proportion of benefits from just a small subset of teams.

The AZ team, supported by PA Consulting, rolled out SAFe in the first year to tackle the larger scale programs in its portfolio, focusing on three key areas:

  • Organization and culture change:
    The transition to Agile ways of working can be a substantial break with traditional corporate culture. AZ defined five key organizational values: customer focus, technical leadership, operational excellence, collaboration and simplicity. By becoming Agile, AZ people would not only know these values but practice them in a methodical way.AZ tied this message into an Agile vision statement and marketing, making the change feel more personal and organic. The culture change approach included creating an extensive network of Agile Culture Leaders across the organization, focused on executive-level buy-in. The company also dedicated additional time at the end of each SAFe training course to the discussion and diagnosis of immediate actions to change culture.
SAFe for Agile Adoption
Figure 1 – The different layers of the AZ Agile change network, from practitioners at the center, supported by the Agile COE, Agile Culture Leaders and Leadership.
  • Alignment of governance, procurement and regulatory processes with SAFe:
    AZ replaced its traditional project governance framework with a new Adaptive Delivery Framework that was easy to use, lightweight, and crucially, supported both Scrum and Scaled Agile approaches out of the box. With this change, funding and governance approval were aligned with Agile ways of working, enabling teams to make progress quickly and benefit from Agile delivery. As a regulated pharmaceutical organization, AZ also has many regulatory obligations on its systems and processes. Defining an approach with the internal Quality Management group was a key success criteria, allowing the AZ Agile teams to deliver validated software solutions that supported regulatory requirements.
SAFe for Agile Adoption
Figure 2 – AstraZeneca’s Adaptive Delivery Framework, showing the lightweight governance that is applied to Scrum and Scaled Agile teams.
  • Outsourced and offshore teams:
    AZ teams are typically made up of a number of different third-party suppliers working in collaboration with AZ from a variety of sites around the world. We overcame the challenges inherent in this arrangement, building on key elements of SAFe to support this way of working. The PI Planning event was crucial to the alignment and co-ordination of large, off-shore teams. These events were carried out using a mixture of on-site and video conferencing facilities, with a requirement for face-to-face planning at the launch of a new ART. Similarly, iteration alignment and system demos helped the teams to maintain visible synchronization throughout increments. The Legal and Procurement teams at AZ are revising the contractual arrangements and procurement processes to align with SAFe. Task tracking and collaboration tools were used extensively. Following the success of the Agile adoption in the first year, AstraZeneca is now creating a number of internal ARTs to deliver change, again utilizing a multi-site model.

Value Delivered in Year One

AstraZeneca is 18 months into a multi-year transition to Agile ways of working, but with the adoption of the Scaled Agile Framework and the support of PA Consulting, a substantial transformation has already occurred. Twenty large teams have adopted Agile, and over 1000 staff have been trained and supported through a robust coaching regime. More importantly, Agile maturity has increased rapidly over the year with strong adoption in each area of the business. The teams adopting SAFe have observed significantly increased time to value delivery with improved quality of the outputs over previous solutions. This has been achieved more efficiently with reduced team sizes

“We’re delivering faster with greater quality and less manpower—resulting in substantial financial benefits from the teams that have adopted Agile to date,” Sheehan says. “We expect to double our adoption of Agile this year.”

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Kantar Retail – Benefits of SAFe in Retail

Kantar Retail - Benefits of SAFe in Retail

Our time to market is impressive for an enterprise solution. It’s a competitive advantage in the market that we can make major product changes every two months.”

Cédric Guyot, CEO, Virtual Reality at Kantar Retail

Challenge:

Implement a more formal Agile approach while preserving the company’s innovative culture.

Industry:

Technology, Retail

Solution:

SAFe®

Results:

  • Delivery of major releases down from 6 to 2 months
  • Time to market decreased from 9 to 3 months
  • Time to respond to client feedback down from 3 months to 1 month
  • 27.5% decrease in cost per epic
  • 41% to 28% decrease in the attrition rate
  • 36%-43% increase in team productivity due to clear job responsibilities and processes
  • Easier talent acquisition and retention due to openness and transparency

Best Practices:

  • Gain buy-in through results—To sell leadership on SAFe, managers frequently demonstrated value. “Once we started to improve and measure our results, upper management came on board,” Vavriv says.
  • Be patient—Change takes time. Once implemented, you’ll begin seeing progress, accelerating the pace of change.
  • Involve HR—Clearly define roles and performance standards (KPIs) for each role. Kantar Retail’s HR representative attended SAFe training.
  • Gradual implementation of SAFe framework—“Start implementation with basic things on the Team level after starting with the Program level and constantly improve Portfolio-level decisions,” Yevgrashyn says

Introduction

Kantar Retail develops Virtual Reality (VR) solutions that enable their retailer and manufacturer clients to research and design retail experiences to meet the needs of shoppers and keep up with the constantly changing retail landscape. Retail design and research in virtual reality drives time to market and more effective collaboration, and is faster, more economical and confidential than prototyping in physical stores.

Benefits of SAFe in Retail

Part of WPP Group, the world leader in marketing communications services, Kantar Retail is a leading insight, technology and consultancy company that works with retailers such as Walmart, Target and Marks & Spencer. They also work with global consumer goods businesses including Kimberly-Clark, Unilever & GSK.

In 2013, Kantar Retail set out to develop a new VR solution for the retail and consumer goods industry. The company had explored using Agile practices with small teams, but the effort was “disorganized and disjointed,” says Dmytro Vavriv, PhD, Delivery Unit Manager at Kantar Retail. As a small company that prides itself on innovation, members across the organization were concerned that a more formal Agile approach could stifle ideas.

Prepping for PI #1

When Kantar Retail began developing the latest version of its solution, the company made a key decision to build its capacity and chose to deploy the Scaled Agile Framework® (SAFe®) to support that effort.

Development teams are located in Ukraine, the United Kingdom, and the U.S. For road-mapping the first Program Increment (PI), Kantar Retail engaged just one, six-person team in Kiev. As the team prepared for its first planning session and PI, the Delivery Unit Manager and the Release Train Engineer (RTE) took the four-day Implementing SAFe 4.0 course and earned SAFe 4.0 Program Consultant (SPC4) certification.

Leading up to kickoff, Kantar Retail faced some tough questions. First, they were uncertain how long the PI duration should be. While the business was pushing for a short timeframe, team members felt like they needed a longer window.

They also had concerns about the planning session itself. Past sessions typically covered just one sprint. This time they would need to cover seven sprints, decide on features and analyze dependencies with other teams. They also needed to develop a vision for the next two PIs. Would two days be enough?

“From a product perspective, the first PI was a challenge because the team had just started working on the product, and from a technical perspective the teams didn’t know the code well yet,” Dmytro Tsybulskyi, RTE says.

Ultimately, the group covered everything in a 2-day session. They settled on a 3½-month PI, but didn’t quite meet the planned scope on the first try—requiring 4½ months. Yet, they still delivered under the usual six-month timeframe and took away valuable lessons for the next round.

PI2 ran significantly more smoothly. Kantar Retail brought in more teams and trained all team leads beforehand. Prior to the PI boundary, teams discussed possible roadmaps and dependencies, as well as technical questions. That made it so that, in planning, they found it easier to put features on the program board and establish a vision for upcoming PIs. Plus, they had greater confidence in setting a shorter PI timeframe—this time 3 months.

Enhancing Innovation

As of now, half the company is trained in SAFe, and Kantar Retail has completed four major releases. “We started out with a small team of 6 engineers in Kiev and have grown to 30 now, including all aspects of software delivery, QA, Scrum Teams, and UI/UX,” says Paul Gregory, Chief Technical Officer, Virtual Reality at Kantar Retail.

With the help of experienced SPC and Agile coach Timofey Yevgrashyn, Kantar Retail has also implemented SAFe fully on the Team and Program levels. To their surprise, Kantar Retail found that teams were more proactive regarding innovation on the product—due to the sharing of responsibilities, and by separating activities on business deliverability and innovation.

Benefits of SAFe in Retail

“Participation of all team members in the Leading SAFe class helped to clarify roles and responsibilities and simulate key activities in the SAFe framework,” Yevgrashyn says.

The newly implemented SAFe methodology additionally resulted in a shared vision, more visibility and predictability, a higher-quality solution, and an increased ability to respond to market and customer demands.

“We’ve adopted an enterprise framework for agility, the SAFe framework,” says Eric Radermacher, Product Manager, Virtual Reality at Kantar Retail. “We’ve been more consistent. We’ve been able to articulate a roadmap to the business and to our clients and deliver in time and in full, which is a really positive milestone.”

Sharpening the Competitive Edge

With the help of SAFe, Kantar Retail brought the latest version of its product to market. Cloud-based Kantar Retail VR Infinity™ provides all the content for the creation of virtual store projects. It puts VR technology directly in the hands of the users, and connects teams and customers to understand issues and opportunities quickly, leading to faster and more effective retail decision-making.

The company measured very clear benefits from its Agile journey:

Delivery

  • Delivery of major releases down from 6 to 2 months
  • Time to market decreased from 9 to 3 months
  • Reduced time to respond to client feedback from 3 months to 1 month
  • Greater predictability, which enhances client satisfaction

“Our time to market is impressive for an enterprise solution,” Cédric Guyot, CEO, Virtual Reality at Kantar Retail says. “It’s a competitive advantage in the market that we can make major product changes every two months.”

Finance

  • 27.5% decrease in cost per epic

Human Resources

  • 41% to 28% decrease in the attrition rate
  • 36%-43% increase in team productivity due to clear job responsibilities and processes
  • Easier talent acquisition and retention due to openness and transparency

Given those metrics, top management is now fully behind SAFe.

SAFe not only elevates internal team satisfaction and hiring; the sales team now brings the company’s time to market into conversations with prospects.

“The sales team uses this as a way to engage with clients,” Dmytro Vavriv says. “We can say, ‘Here are stats showing our predictability and here’s our vision.’”

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