Valpak’s IT group builds and supports technology for a wide variety of stakeholders and audiences including Consumers that are focused on saving money with coupons, Valpak Franchises that need systems to run their business and sales operations, Merchants interested in tracking and maximizing their returns on investment, and traditional internal corporate stakeholders that need to run the core business operations.
Read the full Valpak case study to learn how they leveraged SAFe to compete in the quickly changing Digital savings marketplace.
Retail, Building Products, Information Technology, Software
Overview
Transforming a giant, legacy-burdened bureaucracy into a nimble 21st Century organization that can cope with the complex demands of today’s marketplace is not for the faint of heart. But that didn’t stop Travis Perkins—a 200-year old UK-based supplier of building materials—from taking on the challenge.
In 2014, Travis Perkins teamed up with Rally Software to embark on a three-year SAFe transformation plan with full Lean-Agile adoption across 160 engineers, 45 business delivery analysts and 50 service support and operations staff. Utilizing Kanban and SAFe, their primary objectives were to eliminate wasted work and accelerate ROI while increasing motivation and empowerment across its teams.
Before going Agile, the organization had no structured improvement methodology in place, and improvements were implemented using conventional project management principles and leveraged through their branch network. After a year into the SAFe transformation, the company successfully completed its first 12-week Agile Release Train (ART), inspired team confidence, and pointed to SAFe as making it “… easier for us to focus on what has the most business value. Instead of delivering perceived value, we’re now delivering actual value.”
For a deeper dive into the details, here is the Rally Software case study, and Information Age Article:
“Working for an organization that practices SAFe means employees can be confident that their code will get to production and that their SAFe training will secure them transportable skills that add value to their career paths.”
Console Connect needed to deliver positive and on-time outcomes for its customers and partners and amplify its ability to attract talented technologists to the business.
Impact
Attracted and trained new staff in a competitive market
Improved business goal setting and ability to measure business value
Reduced the number of lower business value objectives to allow time for innovation
Quality
“SAFe brought a much-needed approach to scaling Agile and systems thinking that was critical to an organization of our size and complexity.”
—Brent Weaver, Director of Systems Implementation, CMS
CMS was charged with improving systems thinking within a deeply ingrained Waterfall culture. They sought a solution that could scale within the complex organization of the Center of Clinical Standards and Quality (CCSQ) and deliver on citizen expectations.
Impact
Improved quality – 55% decrease in help desk tickets from hospitals, demonstrating a direct impact on customer satisfaction
Budget shift to modernization versus maintenance – Now 60% of the budget goes toward innovation for the system, helping the agency deliver on citizen expectations
Happier employees – Surveys conducted before and after SAFe show a 27% increase in employee satisfaction
Time-to-market
30%
improvement in average process time for developing features.
Handelsbanken, a Swedish bank known for its innovative practices, wanted to cut its time to market and improve its customer offerings. They needed a collaborative partner to contribute to those goals. The bank explored SAFe and gained trust knowing that several large companies and banks in its region had found success with it.
Impact
With SAFe, Handelsbanken achieved its goal of enabling automated decisions for mortgages sooner than expected. The structure of the framework helped them think big, focusing on flow and results.
Six years ago, Mercedes-Benz had one or two product roll-outs a year in just a couple of markets. In 2022, they were able to introduce roughly 40 products in 34 markets. Moving away from Waterfall methods and adopting SAFe, they were able to launch better technology, better operating systems, AI and face recognition, integrate different data sources, and utilize better risk models.
Impact
SAFe allowed Mercedes-Benz to achieve the shift from hardware to software, master the electrification of vehicles, meet requirements for zero emission, and adapt to environmental, geopolitical, and consumer demands.
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