A 330-year-old British financial institution partnered with Cprime to enable enterprise-wide Agile transformation through structured learning and role-based upskilling. By aligning stakeholders, embedding new ways of working, and designing a scalable learning system, the organization established the foundation for faster decision-making, improved collaboration, and sustained adoption of Agile practices.
When legacy operating models slow growth and decision-making
A global, 330-year-old British financial institution faced structural constraints that limited its ability to respond to market change. Rigid operating models slowed decision-making, fragmented collaboration across teams, and delayed the delivery of customer value. Legacy systems and entrenched processes added complexity, while the scale of the organization made coordinated transformation difficult.
Previous delivery approaches created persistent execution challenges. Work moved slowly through hierarchical structures. Teams operated in silos with partial allocation to initiatives. Planning relied on fixed scope and late-stage feedback. Governance added cost without improving outcomes. These conditions reduced responsiveness and limited the organization’s ability to scale digital capabilities.
Leadership had defined a clear ambition. They sought faster time to market, stronger customer-centric execution, and a shift toward an Agile at Scale operating model. Progress required more than introducing new practices. It required enabling people to work differently across roles, teams, and geographies.
Aligning people, roles, and learning to support a new way of working
The organization partnered with Cprime based on strong internal recommendations and prior delivery success. The objective was clear. Equip teams with the knowledge, behaviors, and role clarity required to operate within a new Agile at Scale model.
Cprime began with discovery workshops that brought together leadership, transformation teams, and key stakeholders. These sessions aligned priorities, clarified roles, and defined learning outcomes tied to business objectives. This foundation ensured that learning was directly connected to how work and decisions needed to change.
The program design focused on building capability at scale. Cprime developed a structured Agile foundations curriculum delivered through seven instructor-led workshops, covering core principles, frameworks, planning approaches, and customer focus. These sessions were later converted into eLearning modules to support ongoing onboarding and continuous upskilling.
Beyond foundational learning, Cprime created targeted workshops for leadership and critical roles. These included Agile leadership, onboarding for tribe leads, and large-scale planning events. The intent was consistent. Ensure leaders could guide execution within the new model, not just understand it conceptually.
Role-based development formed the next phase. Product Owners and Scrum Masters received specialized training aligned to their responsibilities. Certification pathways reinforced capability and created consistency in how roles were executed across teams.
To support day-to-day execution, Cprime also enabled tooling adoption through targeted Jira training, equipping internal champions to extend capability across the organization.
Defined transformation targets
To guide the shift to Agile at Scale, the organization established clear performance targets tied to customer value, risk reduction, and execution speed:
- 10.5× increase in digitization of customer and client goals
- 66% reduction in risk events
- 88% reduction in major incidents
- ~65% reduction in service level agreements
- ~50% increase in productivity
- ~27% improvement in on-time, on-budget delivery
- 2× increase in governed data
- 6.25× increase in critical process automation
These targets defined the outcomes the new operating model and enablement program were designed to support.
Building a unified learning system across teams and partners
The engagement required coordination across internal teams and external partners. Cprime worked closely with stakeholders across leadership, UX, Agile coaching, and transformation functions to ensure alignment.
Early phases involved collaboration with other learning providers to deliver a unified experience. As the program progressed, Cprime became the sole learning provider, reflecting the consistency and quality of delivery achieved.
Stakeholders recognized the partnership approach as a differentiator.
“We appreciate that Cprime wants to build a partnership, not just a teacher/student dynamic. And to that end both parties have been open, honest, and flexible in their dealings with each other.” ~ Client transformation lead
This approach ensured that learning was not treated as a one-time activity. It became part of how the organization enabled change, reinforced behaviors, and supported execution at scale.
Establishing the foundation for Agile at Scale execution
The Agile at Scale model introduced clear shifts in how work was executed:
- Full allocation to cross-functional squads
- Faster, iterative delivery with continuous feedback
- Greater autonomy supported by simplified structures
- Stronger focus on customer value and rapid outcomes
These changes addressed the core constraints of the previous operating models. Decision-making moved closer to teams. Feedback loops shortened. Work became more visible and coordinated across functions.
While the model had only recently been implemented at the time of this engagement, early indicators showed strong alignment and readiness for sustained change.
“Feedback on the training and trainers has been overwhelmingly positive.” ~ Client transformation lead
Feedback on training and delivery was consistently positive, particularly for leadership enablement.
The strength of the partnership also created expansion opportunities.
“Due to how well the partnership has gone, we have decided to change providers and have Cprime facilitate and train our leadership groups.” ~ Client transformation lead
Success within the initial business unit led to broader engagement across additional areas of the organization.
Why this approach worked
Several factors drove success:
- Flexibility to adapt to changing timelines and requirements
- Depth of experience in enterprise Agile transformation
- High-quality, role-specific learning design
- Consistent transparency and partnership across stakeholders
These elements ensured that learning translated into execution. Teams were not only trained. They were enabled to apply new ways of working within their daily responsibilities.
What this means for enterprise transformation
This engagement highlights a consistent pattern. Transformation efforts stall when operating models change faster than people do. Capability must be built alongside structural change.
By focusing on enablement, role clarity, and continuous learning, this organization established the conditions required for sustained adoption. The result is a system that supports faster decisions, coordinated execution, and scalable delivery of customer value.
Move from training to sustained performance
Organizations often invest in new ways of working but struggle to embed them across teams. The gap appears in adoption, decision flow, and day-to-day execution.
Cprime focuses on closing that gap by designing programs that connect learning, roles, and execution.
If you want to enable Agile at scale in your organization, start by aligning how your people work, decide, and collaborate. Then build the systems that sustain those behaviors over time
