52% Higher Throughput and 31% Better Predictability in 6 Months
Key Results
Context
Our client is a global fintech enterprise with around 50,000 employees worldwide, operating systems that support the majority of the world’s financial institutions.
Following a major acquisition, the organization entered a new phase of growth with an ambitious roadmap aimed at expanding product capabilities and delivering additional value to large enterprise clients.
However, integrating multiple organizations, teams, and ways of working introduced significant delivery complexity at scale.
The Challenge
The organization was operating across multiple locations, with teams coming from three different systems due to consecutive acquisitions. Each brought its own ways of working, standards, and expectations.
To support delivery, additional external contractors from multiple vendors were introduced, but despite a significant increase in capacity, delivery performance did not improve proportionally. Delays remained consistent and progress was difficult to track.
Predictability was low and in many cases, up to 50% of the work planned for quarterly releases was not completed. During the initial analysis, we identified extreme delivery inefficiencies, including individual work items taking more than 150 days to complete.
This combination of scale, fragmentation, and lack of alignment made delivery difficult to manage and increasingly risky for high-value customer commitments.
How We Approached It
We started with a detailed analysis of the end-to-end delivery system, identifying structural gaps, bottlenecks, and inefficiencies across teams and value streams.
Based on these insights, we designed and introduced an improved operating model and governance structure focused on increasing alignment, reducing fragmentation, and enabling more effective execution at scale.
We established clear ownership and accountability across teams, along with improved coordination mechanisms between product, engineering, and delivery leadership.
To accelerate decision-making and unblock teams faster, we introduced bi-weekly synchronization sessions at the leadership level, bringing together engineering managers, product leaders, and key stakeholders. These sessions focused on resolving cross-team dependencies, managing risks, and ensuring alignment with delivery priorities.
In parallel, we improved visibility across the portfolio by introducing structured tracking and reporting at both value stream and system levels, allowing leadership to better understand progress and act early when issues emerged.
Results
Business Impact
The organization regained control over delivery across a complex, multi-team environment following a major acquisition.
Improved predictability and execution reliability enabled leadership to confidently meet customer commitments and support continued product growth.
The introduction of a structured operating model and governance framework reduced delivery risk, improved coordination at scale, and created a foundation for sustained performance across teams and value streams.
Testimonial
How Does This Compare to Your Company?
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