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Cohesion has successfully developed and implemented Enterprise Agile solutions for a number of organizations
Doing More With Less
As budgets get cut and pockets of knowledge are lost with staff reductions, more organizations are turning to Agile as a way to do more with less. Cohesion has successfully developed and implemented Enterprise Agile solutions for a number of organizations within the Insurance, Financial and Retail sectors who are embracing Agile in more than just their IT departments.
The following are just a few examples of our successes in this arena:
An internal service provider within a Fortune 500 financial firm, our client was competing with outside firms to secure business from other departments. They were being overlooked because their delivery cycle was too long, their interface not intuitive and inefficiencies made their price point too high.
After understanding the clients pain points, it was decided that an Agile approach could significantly shorten their delivery time, identify inefficiencies and engage the business in a usability study that would customize their experience. An Agile Coach was leveraged to understand the culture and the personalities involved. Our framework was then deployed as a starting point as the Coach slowly introduced Agile concepts at a pace the organization could reasonably absorb. Over the next twelve months, the Coach took a less active role as internal Agile leaders were identified and developed within the department.
By the time our Coach was done, project delivery times had been cut by almost half, a number of Agile initiatives had been started throughout the organization, and customer satisfaction and revenue had both notably risen.
A global firm was struggling with one of its acquisitions, which was larger than what they traditionally absorb. It had a number of redundant products, processes and service offerings. In order to maximize their purchase, our client needed to quickly integrate their systems, create commonality and effectively leverage their new geographical presence.
First, we assessed the team and system in order to understand the business need. As it turned out, the need was not in converting the new company, but rather getting their new, larger clients up and running and leveraging dual locations. Once the acceptance criteria was defined, a backlog was created and the work was prioritized. With all the moving parts identified, we rolled out our Agile framework and proceeded to engage business stakeholders and contributors from both organizations on a daily basis.
Through continuous feedback and bi-weekly user reviews, we were able to effectively stand-up two large multimillion-dollar clients, ultimately converting both organizations to a singular system. The client realized the benefits of their new acquisition long before both systems were fully integrated and were able to create a common process.