About The Company:

Our client is a major player in their industry, with memberbased facilities in the United States and Canada. They employ a significant workforce of approximately 36,000 people and generate estimated annual revenue exceeding $7 billion.

About The Technology Team:

agilityIRL engaged with the client’s technology team, which is comprised of 200 people across 20 teams who use software data and analytics to create meaningful technology experiences for their member community and well as employees. The culture is fast-paced, creative and embraces a spirit of experimentation.

Business Challenges:

The teams were using Agile but were not yet optimized in Agile. There was a disconnect between what the broader business needed and the work the teams were doing.

• Project > Product Mindset: Teams had a Project-mindset and prioritized their work according to team capacity, rather than a Product-mindset, focusing on business value. Without an overarching goal linked to business value, team success was measured using quantity, not value.
• No Common Language: As teams grew and changed over time, they lacked a common understanding of Agile and Scrum, impacting productivity and employee engagement.
• Inefficiencies within and across teams: Within teams, work was assigned to individuals and performed individually, resulting in knowledge silos. Across teams, there dependencies on other teams and management to complete work, often causing delays.