Building Society Faster Delivery
Transforming a risk-averse financial institution’s outdated processes, Adaptavis enabled timely 2FA delivery, reduced defect rates by 98%, and empowered autonomous teams.
Case Details
Client: Building Society
Date: 2019
Tags: Faster Delivery, Flow, Kanban Method
Project Duration: 4 Months
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The Background
A long-established, risk-averse financial institution, faced the daunting challenge of implementing a regulatory-mandated two-factor authentication (2FA) system. Known for their meticulous attention to quality, The client had little to no experience in delivering projects through agile methods. Historically reliant on traditional waterfall approaches, they struggled to adapt to this critical and time-sensitive initiative.
Complicating matters further were legacy processes, including a slow-release mechanism requiring physical signatures, outdated tools, and deeply entrenched cultural norms that favoured control over agility. After struggling with Scrum for 64 weeks – despite following the practices to the letter – Adaptavis were called on for support.
Five key challenges existed:
Teams operated in silos, with developers overwhelmed by an influx of tasks, while testers were underutilised, waiting for completed work.
The release process, involving outdated technologies and manual approvals, created bottlenecks that exacerbated delays.
Policies designed for waterfall delivery discouraged collaboration and stifled innovation, making it hard for teams to adapt to agile practices.
With three project managers per team, meetings and reporting requirements disrupted productive work and amplified pressure on delivery teams.
Failing to meet the 2FA deadline risked fines, brand damage, and eroded trust in a highly loyal but shrinking customer base.
The Solution
The client partnered with Adaptavis to address critical challenges within their organisation, focusing on diagnosing the root causes of inefficiencies and implementing a practical roadmap for transformation. The first step involved mapping workflows and creating visible Kanban boards to uncover bottlenecks and inefficiencies. By leveraging cumulative flow diagrams and performing a static analysis of team processes, Adaptavis highlighted delays and inefficiencies in a way that left no room for doubt. This visualisation made it easier for teams and stakeholders to align on the areas requiring the most urgent attention.
Collaboration issues between developers and testers were another significant hurdle. To address this, Adaptavis facilitated closer collaboration by introducing joint testing on developer machines, enabling testers to work alongside developers. This approach reduced the feedback loop and caught defects earlier in the process, ensuring fewer issues reached production. In addition, teams adopted a shift-left testing approach, collaboratively defining testing strategies at the beginning of each task. This alignment on quality goals not only improved efficiency but also enhanced overall output.
Legacy processes that had previously hindered agile workflows were reviewed and updated to support modern delivery methods. Work-in-progress (WIP) limits were introduced to help manage task volumes and encourage a smoother, more consistent flow of work. These changes reduced overburden on teams, allowing them to focus on delivering value without unnecessary disruptions or inefficiencies.
Adaptavis also guided the client through a transition from horizontal, component-based delivery to a vertical, end-to-end approach. This shift involved creating story maps to deliver functional slices of customer journeys rather than isolated components like logins. As a result, stakeholders were able to see tangible progress, provide meaningful feedback, and witness the incremental value being delivered, which strengthened trust and engagement.
Finally, Adaptavis equipped team members with the tools and skills needed for continuous improvement. Through flow training, employees learned how to independently identify and resolve bottlenecks, fostering a culture of experimentation and collaboration. This focus on evidence-based decision-making empowered teams to take ownership of their work and sustain the improvements long after the transformation was complete.
