Empowering Digital Transformation & Business Agility

About the Client

A global telecommunications leader providing MPLS networks, cloud telepresence, and data center services. Their Telepresence Engineering Division needed to shift from slow waterfall processes to Agile for faster, scalable service delivery.

The Objective

The client sought to transition from traditional waterfall-based processes to Agile/SAFe for their Telepresence Engineering Division. The goal was to support a cloud-based Telepresence solution with new features around mobility and pay-as-you-go billing. With a program size of 150 FTEs and a two-year delivery timeline, the objective was to ensure a smooth transition from the old to the new solution, reducing time-to-market and improving collaboration.

The Challenge

The Telepresence Engineering Division faced multiple challenges:

High Time to Market:

Delivery cycles were lengthy (3-6 months) due to changing priorities and cross-functional dependencies, resulting in delays and inefficiencies.

Cross-Functional Dependencies:

Teams from Product, Engineering, Operations, Billing, and Sales/Marketing often struggled with misalignment, leading to a blame culture and lack of trust.

Rigid Phase-Gate Approach:

The phase-gated process hindered flexibility, leaving test, operations, and marketing teams out of the loop during planning and design, resulting in late discoveries and inefficient use of resources.

Agile Adoption and Execution

Our first step was to identify a pilot project within the Telepresence group where Agile principles could be effectively implemented. We selected a project with the right team size and complexity to demonstrate the benefits of Agile to the management.

Key steps in the approach included:

Evolution of AI

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