Case Study – Euromoney Institutional Investor (EII)
With a failed attempt at Agile adoption already behind them, Euromoney Institutional Investor (EII) wanted rapid success, and appointed agil8 to accelerate Agile implementation.
Euromoney Institutional Investor PLC is a FTSE 250 with revenues in excess of £400m. It encompasses close to 100 international specialist businesses, with over 2500 employees based in London, New York, and Hong Kong.
Euromoney Institutional Investor’s (Ell) traditional waterfall method of software development was simply no longer ﬁt for purpose. The ‘assembly line’ approach, often with lead times of well over 12 months, and Product Managers involved only at the beginning and the end, delivered solutions that were late to market, unﬁt for purpose and error prone due to a squeezed testing phase. Internal customer satisfaction was low, and relations between technology and business teams strained.
“Our previous methodologies were built around sign-off, accountability, responsibility and handover which naturally lead to finger pointing, blame and failure.”
Ken Lehmann – Rollout Lead
(Euromoney Institutional Investor)
Following an assessment of EII’s needs, a tailored programme of Agile consultancy, coaching and bespoke training was delivered by David Hicks (CEO of agil8). This encompassed:
An initial 2-day workshop for the whole Agile team, including off-shore third-party developers
2-week Sprints to deliver the solution incrementally
Monthly, bespoke Agile Clinics to increase levels of knowledge sharing
Introduction of the ‘Scrum of Scrums’, to manage the dependencies between projects
Implemented a just-in-time training approach, whereby teams would only be trained at the point a project was ready to kick-off
All individuals from those teams also attended agil8’s Certiﬁed ScrumMaster or Scrum Product Owner training courses
Impact and Outcomes
EII saw major improvements across all of the core business areas in a short period of time. However, it was the cultural and attitudinal changes that were perhaps the most satisfying and resulted in renewed focus on the external customer. This included:
Internal customer satisfaction dramatically improved, resulting in increased productivity from individuals and teams
Highly motivated internal and third-party Development Teams, who are far more empowered and engaged
Teamwork within Technology Teams, and with their business colleagues, has been transformed into a positive collaborative relationship; resulting in a drop in the outsourcing to external suppliers
Internal and external customers are receiving important new products much sooner and more regularly via more frequent releases