Scrum@Scale Case Study

Global Financial Services: Smaller Teams, Faster Delivery

The implementation of Scrum@Scale lead this organization to a 280% increase in velocity in just four Sprints, resulting in 400% savings in business processes. Delivery time was reduced by four months when this global finance and accounting firm adopted Scrum@Scale to refactor their teams.


Trainer Name: Fred Mastropasque
Organization: Anonymous Global Financial Services Firm
Organization Size:Large
 Financial Services
Topics: Delivery and Velocity, Organizational Refactoring, Team Process
Date: 2018


Despite having a strong vision, enthusiasm to execute using Scrum, and participation from the business, this Global Financial Services company’s software development team found themselves 4-5 months behind schedule and challenged by prolonged decision-latency, unclear priorities, and drawn-out meetings.  Trainer Fred Mastropasque discusses how he used Scrum@Scale to refactor the teams and speed up delivery.

Team Organization and CPO Selection

When Fred joined the initiative, the team had 15 team members, 1 Scrum Master, and 3 Product Owners, which were operating as a committee. Immediately, Fred knew the large team size and committee-style Product Ownership would be barriers to speed and proposed the team split into two smaller teams, coordinated through a Scrum of Scrums. Each of the two teams had its own dedicated Product Owner, while the third Product Owner, who was most closely associated with the business, became the Chief Product Owner (CPO). A story-mapping session with the Product Owner team provided a clear roadmap, and MetaScrum coordination helped to ensure alignment among the teams across a single product backlog.


Within the first Sprint working in this fashion, the teams’ velocity increased by 40%, and after four Sprints, they were 280% faster. They were able to bring the delivery time in by four months, landing the project on time, and leading to dramatic savings for the business.

They have since implemented an Executive Action Team and are working toward rolling the Scrum@Scale implementation across three additional groups within the organization.



More Case Studies

Transforming Logistics: From Silos to Speed

Transforming Logistics: From Silos to Speed

Unbox Robotics Private Limited, a company specializing in order sorting and product consolidation for logistics, e-commerce, and warehouse companies, undertook an Agile transformation to improve efficiency and market responsiveness. When Pasha and his team began their work within the organization, teams were not coordinated which was impacting speed to delivery, overall processes were inefficient due to heavy bureaucracy, and the organization was up against a key trade show deadline. With this in mind, the team was given six months to reach their goals and a limited budget to make it happen. Read on to hear how Scrum@Scale is transforming logistics, helping Unbox Robotics increase speed to market and achieve 5x revenue in 12 months.
Improving Forecasting Accuracy with Scrum at Scale

Improving Forecasting Accuracy with Scrum at Scale

This case study examines the journey of a large, non-profit health insurance provider as they implemented and scaled Scrum practices to enhance their digital product portfolio. The organization faced challenges with Product Owner cycles, release planning, and forecast accuracy, leading to missed goals and low morale. Through strategic implementation of an Executive Metascrum, they improved forecasting accuracy and customer satisfaction, achieving significant organizational improvements over a six-month period.
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.