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Problem
How to implement agile for Payment clients?
Our client is creating an omnichannel solution that, once developed, will replace the specific regional solutions & has more than 20+ components who need to work in tandem to deliver against the market commit dates. Leadership wants execution certainty at all levels – from individual performance till portfolio success.
With cross geographical teams working towards the same goal, there was a need to streamline Intake of work at a portfolio level, plan smaller increments, manage dependencies and have common agile frameworks implemented across the teams.
Teams were running their own execution cycles, and hybrid models of delivery with very less metric systems in place. A common understanding of metrics and dashboards was required to help the portfolio to take key data driven decisions.
Business drivers :
Transparency, Predictability & Time to market
End-user satisfaction
Measurable outcomes/productivity
Cost saving, Performance Optimization, Continuous Monitoring & Quality
Journey
A Group size of 130+ engineers across 22 component teams involving 6 geographical regions were trained and coached on agile ways of working. Paired coaches worked closely with the teams for 12 months. We did Role based coaching for 10 Product owners and 20 Scrum masters
Agile information radiators like physical boards were set up for all teams. We Implemented agile metrics for all teams like Burndown chart and Velocity chart for team level prediction. Role specific COEs for cross pollination of practices and knowledge were created.
Discovery sessions were introduced to size the project, predict the completion date and creation of backlog. SAFe practices were adopted like Scrum of Scrums for better dependency management and risk management. Common metrics were introduced and dashboards for effective tracking and creating visibility. Cadences for all teams were synchronized to streamline dependencies and smooth delivery of work items. Kanban boards were set up to track external team dependencies & Agility Health Assessment were done to track agile maturity at team levels. Setting up of portfolio kanban to visualize the flow of value delivery to the customer.
Pilot : Started with creating 4 success stories.
Stabilize : Sustained discipline, rigor and cadence during sprinting.
Scale: Scaled business agility across all components throughout the Omnichannel solution.
Outcomes
Training and Coaching promoted all 22 component teams to have common understanding of process and frameworks. Role based clarity with responsibilities were set which increased ownership among people. Discovery sessions enabled teams to ensure minimum blast radius by reducing risks, upfront understanding the dependencies before committing a date of delivery. Scrum of scrums resolved Inter-team dependencies & alignment to shared goals in parent backlog.
Burndown chart & velocity tracking minimized commit dates anomalies. Sprint cycles of all 20+ component teams were synced to bring program level transparency & predictability. Control charts to visualize waste & reducing lead & cycle time at portfolio level. Cumulative flow diagram helped us in managing input queue & workload
Frequent reviews at component, inter-component & region level helped us visualizing end to end workflow & improving regression cycles to promote continuous testing and seamless production release.
Agile COE ensured continuous learning culture in the portfolio
Benzne Agile case studies capture our transformation journey, problems we solved and outcomes achieved. We have incorporated a healthy mix of agile case study examples to provide reference across multiple client scenarios.
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Geographies We Service
Agile Transformation for a Global Payments Leader
Delivering Predictable Business Agility Across a 25-Team, Multi-Region Omnichannel Program
Client Overview
The client is a global leader in payment solutions, building an omnichannel platform designed to unify and replace multiple regional products. The program consisted of more than 20 interdependent components across six geographical regions, all contributing to customer market commitments.
With teams spread across time zones and operating under varied delivery models, leadership required execution certainty—across teams, components, and the overall portfolio. They partnered with NextAgile to introduce organisation-wide business agility, improve predictability, and ensure reliable delivery of a business-critical program.
Business Challenges
The organisation faced significant structural and delivery challenges that impacted alignment, predictability, and time-to-market:
Fragmented Ways of Working
Teams operated on varied cadences and hybrid models without shared frameworks, impacting consistency.
Unclear Prioritisation
Lack of unified intake processes at the portfolio level led to unpredictable work flow.
Complex Interdependencies
Managing 20+ component dependencies increased risk and delivery uncertainty across teams.
Limited Data-Driven Insights
Sparse use of Agile metrics hindered forecasting, bottleneck anticipation, and informed decision-making.
Demand for Predictable Delivery
Leadership required consistent planning, visibility, and dependency management to meet market commitments.
Cultural Alignment & Role Clarity
Ensured clear roles for Product Owners, Scrum Masters, engineering, and portfolio leadership across teams.
The client needed a scalable transformation approach to harmonise delivery practices, manage dependencies across regions, and create predictable flow across the entire omnichannel solution.
Our Approach
NextAgile executed a structured, multi-layered transformation leveraging role-based coaching, portfolio-level operating models, and coordinated execution frameworks.
- Conducted Agile maturity assessments across 22 component teams and six regions.
- Reviewed portfolio intake processes, dependency workflows, and cross-team collaboration mechanisms.
- Analysed existing metrics, ceremonies, and tooling to identify gaps in predictability and flow.
- Partnered with leadership to define success criteria centred on transparency, predictability, and time-to-market.
- Designed a unified business agility operating model covering team, program, and portfolio layers.
- Introduced structured discovery sessions to size work, identify dependencies, estimate timelines, and define the initial backlog.
- Established role-based expectations for Product Owners, Scrum Masters, and engineering leads to promote clarity and accountability.
- Introduced a Portfolio Kanban system to visualise value flow and enable prioritisation based on capacity, dependencies, and customer commitments.
- Trained and coached 130+ engineers across 22 component teams for 12 months through paired coaching.
- Implemented Scrum for delivery teams with synchronised cadences to manage dependencies and align increments.
- Introduced SAFe-aligned practices such as Scrum of Scrums for cross-team coordination and risk management.
- Created Agile Centres of Excellence (COEs) to enable cross-pollination of practices and develop internal capabilities.
Enabled role-specific coaching for 10 Product Owners and 20 Scrum Masters to strengthen leadership within teams.
- Set up agile information radiators and physical boards to enhance team-level transparency.
- Introduced key team-level metrics such as Burndown, Velocity, Control Chart, and Cumulative Flow Diagram.
- Built dashboards for dependency tracking, throughput, flow efficiency, and predictability.
- Equipped the portfolio team with metrics required for forecasting and milestone confidence.
- Implemented Kanban systems for external dependencies and work-in-progress visibility.
- Adopted a structured Pilot → Stabilise → Scaletransformation approach to validate, refine, and expand practices.
- Synchronized sprint cycles across more than 20 component teams to enable seamless program-level planning and coordination.
- Conducted Agility Health Assessments to measure maturity progression and inform coaching focus areas.
- Institutionalised continuous improvement through regional reviews, inter-team retrospectives, and governance forums.
Impact & Outcomes
Within the transformation period, the client achieved significant business agility improvements across teams, components, and the overall portfolio:
High Delivery Success
Achieved 95% on-time delivery for a critical omnichannel program.
Unified Agile Operating Model
Standardised processes across 22 component teams, reducing friction and promoting alignment.
Clear Roles & Ownership
Product Owners and Scrum Masters drove prioritisation, accountability, and decision-making.
Predictable Planning Cycles
Synchronised sprints and structured discovery sessions enhanced execution reliability.
Enhanced Visibility & Risk Control
Unified dashboards and program-level metrics enabled proactive monitoring and mitigation.
Improved Collaboration & Flow
Scrum of Scrums, portfolio Kanban, and coordinated reviews strengthened cross-region delivery and efficiency.
The transformation created execution certainty at every level—from teams to portfolio leadership—establishing a scalable business agility foundation for future programs.
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