Enterprise Agile transformation requires more than introducing new frameworks or delivery practices. Sustainable change depends on building the knowledge, behaviours, and confidence that enable teams to adopt new ways of working consistently across the organisation.
As part of its delivery operating model transformation, FNZ partnered with Cprime to develop a global Agile learning programme aligned to the FNZ Agile Playbook. The objective extended beyond training employees on Agile concepts. FNZ wanted to create a shared understanding of Agile at Scale, reinforce the behaviours required for long-term transformation, and enable thousands of technology and delivery professionals to adopt a consistent delivery approach across regions.
To support this ambition, Cprime designed a structured learning journey that combined Agile enablement, behavioural change, embedded programme management, and continuous measurement. Delivered across EMEA, APAC, India, and North America, the programme reached more than 80% of the target workforce while providing measurable improvements in Agile capability, learner confidence, and readiness to apply Agile practices within day-to-day delivery.
Rather than treating learning as a standalone initiative, FNZ positioned capability building as a core component of its enterprise transformation strategy, helping create stronger alignment between people, processes, and the organisation’s future delivery model.
The challenge of scaling Agile transformation across a global enterprise
Like many global organisations modernising their delivery operating models, FNZ recognised that introducing Agile practices alone would not create lasting organisational change.
The company was undertaking a significant transformation of its delivery model centred on the FNZ Agile Playbook. Success depended on creating a shared understanding of Agile principles while helping teams adopt consistent ways of working regardless of geography, business unit, or role.
The transformation presented several complex challenges.
First, the programme needed to reach thousands of employees across multiple continents within an accelerated timeframe. Teams operated across different time zones, requiring a learning model capable of delivering consistent experiences without compromising quality.
Second, FNZ wanted to reinforce behaviours that extend beyond Agile ceremonies and delivery mechanics. Collaboration, client focus, empowerment, resilience, continuous learning, and adaptability were viewed as essential characteristics of the future operating model.
Finally, leadership required measurable evidence that learning was contributing to transformation objectives. Beyond attendance metrics, the organisation wanted visibility into capability improvements, learner confidence, facilitator effectiveness, and readiness to apply new practices within live delivery environments.
Meeting these objectives required more than traditional Agile training. FNZ needed a partner capable of combining enterprise-scale learning operations with measurable capability development and continuous programme optimisation.
Why FNZ selected Cprime
Following a competitive evaluation process, FNZ selected Cprime based on its ability to deliver enterprise-scale Agile transformation learning while maintaining consistency across regions and business functions.
Rather than proposing a series of isolated training sessions, Cprime introduced a Learning Academies approach that integrated learning design, programme governance, operational delivery, and continuous improvement into a single scalable model.
Several factors differentiated the proposed solution.
Cprime demonstrated the global delivery capability required to support learners across EMEA, APAC, India, and North America while maintaining a consistent learning experience regardless of location.
The proposed learning journey aligned directly with the FNZ Agile Playbook, ensuring that Agile principles, delivery practices, and organisational behaviours reinforced one another throughout the programme.
FNZ also recognised the value of embedding a dedicated Learning Manager within programme operations. This role provided end-to-end coordination across scheduling, communications, logistics, reporting, facilitator management, and stakeholder engagement, enabling the organisation to manage a large-scale global rollout efficiently.
Equally important was Cprime’s commitment to continuous improvement. Participant and stakeholder feedback informed rapid refinements throughout the programme, with updates incorporated within 24 to 48 hours to improve learning effectiveness as the rollout progressed.
This combination of enterprise learning expertise, operational discipline, and data-driven iteration gave FNZ confidence that capability building could scale alongside its delivery transformation.
Designing an Agile learning programme for enterprise transformation
To support long-term Agile adoption, Cprime designed a structured learning journey that connected foundational knowledge with practical application and behavioural reinforcement.
Instead of focusing solely on Agile frameworks, the programme aligned every learning experience with FNZ’s evolving delivery operating model and the behaviours required to sustain organisational change.
The programme architecture included several interconnected components.
Agile foundations aligned to the FNZ Agile Playbook
Participants first developed a common understanding of Agile principles, delivery practices, and the organisation’s target operating model. These workshops established consistent language and expectations across global teams while introducing Agile at Scale concepts within FNZ’s delivery context.
Agile at Scale enablement
Subsequent workshops expanded learners’ understanding of scaled delivery by exploring roadmap planning, dependency management, backlog prioritisation, cross-team collaboration, outcomes-based delivery, and value measurement.
Rather than presenting theoretical concepts, facilitators connected discussions directly to the practical challenges teams encounter during enterprise delivery.
Behavioural capability development
Recognising that successful Agile transformation depends on mindset as much as process, the programme reinforced behaviours including collaboration, communication, client focus, empowerment, adaptability, resilience, and continuous improvement.
These capabilities were embedded throughout workshop discussions, collaborative exercises, and facilitated activities instead of being treated as separate learning topics.
Learning reinforcement
The programme also encouraged participants to apply new knowledge within live delivery environments following each workshop. This emphasis on practical application helped bridge the gap between conceptual understanding and day-to-day execution while providing valuable insights for future learning phases.
Programme at a glance
| What we delivered | What it enabled |
| Workshop 1: FNZ Agile at Scale | A shared foundation in Agile@Scale and the target operating model |
| Workshop 2: FNZ Learning, Adaptation and Execution | Applied understanding of execution mechanics including backlogs, roadmaps, dependencies, metrics, and outcomes focus |
| Prioritised in-person delivery supported by virtual learning | Global reach combined with deeper engagement where facilitated collaboration was most valuable |
| Embedded Learning Manager | End-to-end co-ordination of scheduling, logistics, communication, reporting, oversight, and analytics |
Delivering Agile learning at global scale
Supporting enterprise transformation required a delivery model capable of reaching thousands of employees without sacrificing learner engagement or instructional quality.
Cprime adopted a multi-modal delivery approach that balanced the scalability of virtual learning with the collaboration benefits of targeted in-person workshops.
During Phase 1, the programme delivered 229 workshops across FNZ’s global operations, including 110 sessions of the FNZ Agile at Scale workshop and 119 sessions focused on Learning, Adaptation and Execution.
Delivery profile (Phase 1)
- Regional distribution: APAC (123 sessions), EMEA (102 sessions), and North America (4 sessions)
- 168 workshops delivered remotely, supported by 56 instructor-led classroom sessions
- Five planned in-person workshops were successfully transitioned to virtual delivery to maintain momentum
- Key classroom locations: Gurugram (India), Brno (Czech Republic), Wellington (New Zealand), and Shanghai (China)
Virtual delivery formed the foundation of the programme, allowing participants across multiple regions to access consistent learning experiences, while targeted classroom sessions strengthened collaboration in major delivery centres and maintained consistency with the broader global curriculum.
By combining flexible delivery methods with embedded programme management, FNZ reached 80% of the target workforce for Workshop 1 and 81% for Workshop 2 during the first phase of the transformation.
Measured impact
The programme measured capability, confidence, and readiness before and after each workshop, giving FNZ evidence of impact well beyond attendance.
Workshop 1: Agile at Scale impact highlights
- Average capability uplift of approximately 0.9 across six core Agile at Scale knowledge areas, reflecting movement from “Basic” to “Competent” across measured capability areas
- Likelihood to Recommend score of 4.3 out of 5, with more than 80% of respondents rating the workshop 4 or 5
- Facilitator Effectiveness score of 4.6 out of 5, with feedback highlighting engagement, clarity, and psychologically safe learning environments
- Improved readiness to apply learning, alongside a clear signal that targeted follow-on enablement would support stronger FNZ-specific application
Additional insight identified lower-than-expected Scrum fundamentals knowledge, reinforcing the need for follow-on coaching and Phase 2 enablement to further support Scrum Masters and Product Owners in role execution and responsibilities.
Workshop 2: Learning, Adaptation and Execution impact highlights
- Progression from predominantly Basic or Developing baseline capability towards broader Competent capability, with some participants reporting Expert confidence in selected areas and an average capability uplift of approximately 0.8
- Likelihood to Recommend score of 4.4 out of 5, supported by qualitative feedback describing the sessions as useful, informative, and valuable
- Facilitator Effectiveness score of 4.6 out of 5, with positive feedback around facilitation quality, practical examples, and discussion management
- The largest ongoing opportunity was translating concepts into practical application within FNZ delivery environments, reinforcing demand for role-based guidance and operational reinforcement
What helped the programme succeed
Across both workshops, several consistent factors contributed to programme effectiveness:
- Interactive learning design including breakout discussions, quizzes, collaborative exercises, and facilitated group work to support shared understanding
- High-trust facilitation with clear explanations, strong pacing of complex topics, and psychologically safe learning environments
- Data-informed iteration using pre- and post-session self-assessment, sentiment analysis, and readiness indicators to refine delivery and guide follow-on enablement
- Delivery flexibility that enabled the programme to evolve based on participant and stakeholder feedback
Insights and next steps: Phase 2 learning and coaching
Phase 1 reporting highlighted an opportunity to move from conceptual understanding towards more consistent, role-based application within FNZ’s delivery environment. Phase 2 focuses on strengthening this capability through targeted learning and coaching.
Phase 2 scope includes:
- Role-based enablement for Scrum Masters and Product Owners, strengthening capability in facilitation, collaboration, backlog prioritisation, planning, and alignment to strategic outcomes while supporting consistent adoption of Agile practices across teams
- Simulation-based application for FNZ Agile at Scale, using structured simulations to help teams practise cross-team co-ordination, dependency management, and roadmap alignment within realistic FNZ scenarios
Early Phase 2 outcomes include:
- Improved confidence in applying Agile at Scale practices within delivery environments
- Greater consistency in ways of working across teams and domains
- Stronger alignment between roles, responsibilities, and day-to-day execution
This work is being reinforced through an embedded Cprime coaching team working alongside Scrum Masters, Product Owners, and leadership stakeholders to support transformation efforts across both team and leadership levels.
How Cprime helps
Cprime’s Learning Academies model helps global organisations build and embed enterprise Agile transformation capability at scale by combining multi-modal learning, embedded operational delivery, and data-informed insight to support measurable outcomes.
By aligning learning to ways of working and reinforcing capability through delivery support and coaching, Cprime helps organisations strengthen execution consistency across teams, regions, and roles while building confidence, capability, and long-term adoption.
Scale Agile transformation across your enterprise
Organisations often adopt Agile frameworks but struggle to embed consistent ways of working across teams, regions, and roles. The gap usually shows up in capability, behaviours, and day-to-day execution.
Cprime Learning closes that gap with a Learning Academies approach that connects Agile enablement, behavioural change, embedded programme management, and continuous measurement at global scale.
If you want to scale enterprise Agile transformation in your organisation, start by aligning learning to your ways of working. Then build the capability and reinforcement that sustain adoption across the enterprise.
