Case Study

Raysdom Consulting: Breaking Down the Walls (and Waterfalls) with Scrum@Scale


Learn how Lei-Lisa Wang, the first Registered Scrum@Scale Trainer™ in mainland China, led Beijing Raysdom Consulting to shift from the traditional waterfall approaches with a culture of command and control to an Agile empowered and cross- functional team approach.


Trainer Name: Lei-Lisa Wang
Organization: Beijing Raysdom Consulting Corp. Ltd.
Industry: Financial Services
Topics: Team Process, Traditional Project Management Failure
Organization Size:
Date: 2020
Website: Lei-Lisa’s LinkedIn


Lisa led a large stock exchange management group company, Beijing Raysdom Consulting Corp. Ltd., operating in all of mainland China. She worked to challenge business norms to become productive.  While the company was historically very successful since its establishment in 2001, with growth even during COVID-19,they experienced several challenges. They saw very long delivery times due to ineffective communication low efficiency, big teams on multiple projects with people moving between projects, low morale, high turn-over rate and a lot of overtime.  An Agile solution was necessary.

The Scrum@Scale Solution

Lisa started by providing training to new pilot Scrum@Scale (S@S) teams formed within R&D and business representatives. She organized value stream mapping among the teams and people on the business side joined the Backlog Refinement. anagement committed to keeping these teams stable for one year, rather than moving people to different projects, creating a significant shift from a traditional waterfall structure with little employee voice or control. This provided not only the desired increase in communication, velocity and response to market needs, but created happy and empowered employees, ready and willing to work cross-functionally to provide a better product. Based on this success, management considered expanding the Agile pilot scope with more teams. More hyper-productive patterns will be incorporated to boost further improvement.

Outcomes from Implementing Scrum@Scale

The newly formed small cross-functional teams exceeded expectations. They were empowered to make decisions and supported by a sponsor and coached by Scrum Inc. Japan. They increased velocity and focused on high value products. 

  • Average process efficiency increased from 44% to 86%
  • Average cycle time dropped from 55 weeks to 15 weeks
  • Team members were more productive, happier, excited, and willing to experiment
  •  Velocity improved  40% on average      
  • Customers were more satisfied due to better priority handling

Who is Lisa Wang?

Lei-Lisa Wang is a Registered Agile Coach™ at Beijing Raysdom Consulting Co. Ltd. Her goal is happy, healthy and fulfilled team members, which has the wonderful side effect of higher productivity, and profit.

She is also a Registered Scrum Trainer™ and Registered Scrum@Scale Trainer™ by Scrum Inc. She is a true believer of Agile and Scrum with a deep understanding of Agile mindset and methodology.

A graduate of Wuhan University, her previous experience includes Senior Engineering Service Manager at Microsoft China, and Nokia Regional IT Manager.

More Case Studies

Achieve 5-10x Faster Market Delivery with Scrum at Scale

Achieve 5-10x Faster Market Delivery with Scrum at Scale

One of the Netherlands' largest DIY retail franchises had a siloed management structure and projects that took 3-12 months or even longer to get to market. They had a waterfall delivery style, with the entirety of the delivery at the end and no early value delivery for customers. Registered Scrum@Scale Trainer Serge Beaumont's approach started with the creation of cross-functional, autonomous teams, each solely responsible for a different part of the process. This allowed for work to proceed very quickly with each team simultaneously able to complete their part of a project without first waiting on another team. The results were immediate and impressive. The team achieved 5-10x faster market delivery to customers, there was now alignment between what was expected and what was delivered, delivery was made in smaller chunks allowing for early value delivery to customers, and e-Commerce sales soared.
Creating Customer-Centric Social Media Teams Using Agile

Creating Customer-Centric Social Media Teams Using Agile

In this case study, Christoph Dibbern tackles a myriad of challenges that were plaguing a social media-based organization – lack of prioritization, no organizational refactoring, and a lack of shared values. These challenges created an unproductive and unhealthy environment, where mistrust and misalignment were common and innovation was stifled. Utilizing Scrum@Scale, the organization was able to align around a customer-centric focus, work as a cohesive unit, and deliver high quality results to customers faster.
Preserve Culture While Scaling: The Road Back to Cohesiveness

Preserve Culture While Scaling: The Road Back to Cohesiveness

Gereon Hermkes explores the complexities of maintaining a cohesive corporate culture amidst the explosive expansion of a technology firm. To address this challenge, Gereon initiated a simple Scrum@Scale strategy focused on rejuvenating the core values of shared language, trust and cooperation. These principles had defined the company's early days but began to deteriorate with rapid scaling.