Case Study

On Nationwide’s Side with Scrum

Nationwide Insurance is one of the largest insurance and financial services companies in the world. Headquartered in Columbus, Ohio, the Fortune 100 company started in 1926, which means they’ve seen their share of change in the marketplace.

Nationwide engaged Luiz Quintela, an Agile Enterprise Coach to help when the company was showing a slow time to market. Pardon the pun, but it appears that Nationwide needed to insure their future as a contender in a competitive industry.

Case Study Snapshot

Trainer Name: Luiz “Q” Quintela
Industry: Insurance, Financial Services
Org Size: Large
Date: 2019
Website: Trainer’s website

Summary

Nationwide Insurance is one of the largest insurance and financial services companies in the world. Headquartered in Columbus, Ohio, the Fortune 100 company started in 1926, which means they’ve seen their share of change in the marketplace.

Nationwide engaged Luiz Quintela, an Agile Enterprise Coach to help when the company was showing a slow time to market. Pardon the pun, but it appears that Nationwide needed to insure their future as a contender in a competitive industry.

Luiz and his team helped in two ways: focusing on both Scrum adoption and scaling Scrum. The first step was to establish communities of practice for Coaches, ScrumMasters and Product Owners. People were invited to hear speakers, share brown bag lunch events, and attend learning sessions.

In a short time, five initial Scrum teams grew into 36 Scrum teams and eventually (so far) to 250 Scrum teams.

By scaling the teams into Scrum of Scrums (SoS), communication pathways within the organization were more efficient and less complex. The Scrum of ScrumMasters (SoSM) branched out together to create the SoSoS. The SoSoS interfaced with an SoS in the exact same manner that an SoS interfaced with a single Scrum Team, which allows for linear scalability. This scaling allowed for an efficient pipeline to the executive level and, when needed, the opportunity to raise red flags (actually, red cards) that were in immediate need of attention. A cadence of weekly meetings was established to ensure a continual flow of information and communication.

At the same time, Product Owner roles evolved, with the most important change being that they moved from being a project organization to a product organization.

An example of success focuses on Nationwide’s mobile app development. The app was in need of improvement and by implementing Scrum and scaling Scrum, the results were outstanding. The app moved from start to first iteration delivery in just 22 days. A bigger picture way of looking at this is that it went “from concept to cash” in merely 120 days.

Perhaps the most impressive physical addition is what’s called the CIO board, which is actually open and visible to everyone. The board includes metrics and color coding so that the entire organization can see progress and results, and can jump in where and when needed.

Moving this company in the agile direction was just the right coverage needed to protect this legacy organization and ensure its continued success in the insurance sector.

Key Results

1)The company saw an improvement of 64% in business-side velocity to start development and an overall 16% expense reduction.

2) There was a huge jump in quality; and improvement to over 90% with 25% less headcount on the Scrum teams.

3) Of all deployments, 96% had no high or critical bugs within the first 30 days.

4) Seeing the success of the Columbus, Ohio location, the Des Moines, Iowa office followed suit and is now implementing and scaling Scrum.

    Who is Luiz “Q” Quintela

    Q has 30 years of experience in multiple industries, including healthcare, financial services, oil and gas, chemicals, government, energy. He has been using Scrum since 2006, and was trained by and co-trained with Dr. Jeff Sutherland in Scrum@Scale. Q is an active member of the Scrum@Scale community, and hosts 2-3 online coaching sessions for Scrum@Scale Practitioners per month.

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