Resource Type: Case Study

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, a global provider of wealth management and investment platforms partnered with Cprime to develop a global Agile learning programme aligned to its Agile Playbook. The objective extended beyond training employees on Agile concepts. The client wanted to create a shared understanding of Agile@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, the client 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, the client recognised that introducing Agile practices alone would not create lasting organisational change.

The organisation was undertaking a significant transformation of its delivery model centred on its 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, the client 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. The client needed a partner capable of combining enterprise-scale learning operations with measurable capability development and continuous programme optimisation.

Why the client selected Cprime

Following a competitive evaluation process, the client 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 client’s Agile Playbook, ensuring that Agile principles, delivery practices, and organisational behaviours reinforced one another throughout the programme.

The client 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 the client 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 the client’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 client’s 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@Scale concepts within the client’s delivery context.

Agile@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

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 the client’s global operations, including 110 sessions of the Agile@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, the programme 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 the client evidence of impact well beyond attendance.

Workshop 1: Agile@Scale impact highlights

• Average capability uplift of approximately 0.9 across six core Agile@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 client-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 the client’s 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 the client’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 Agile@Scale, using structured simulations to help teams practise cross-team co-ordination, dependency management, and roadmap alignment within realistic client scenarios

Early Phase 2 outcomes include:

• Improved confidence in applying Agile@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.

Speak to a Learning expert

AI has become a strategic priority across industries, but many organisations still face an executive AI readiness gap as enterprise AI adoption accelerates. Leaders are expected to sponsor AI adoption while navigating evolving technology, governance expectations, and operational risk. Cprime Learning partnered with a global transportation leader to design a tailored executive AI learning programme that built AI fluency, strengthened governance understanding, and helped leaders translate AI interest into practical, business-aligned action. 

The executive AI readiness challenge 

AI adoption was accelerating across the organisation, yet leadership confidence and readiness varied across teams and functions. Leaders recognised the potential value of AI, but many wanted clearer guidance around governance, ownership, practical use cases, and responsible implementation. 

The organisation understood that sustainable AI adoption would require more than technical training. Leaders needed a learning experience that connected AI to strategic priorities, operational workflows, governance expectations, and measurable business outcomes. 

At the same time, leaders were at different stages of familiarity with AI technologies and tools. Some had already begun experimenting with platforms such as Microsoft Copilot and ChatGPT, while others wanted a clearer understanding of how AI could support decision-making, productivity, and operational execution. 

Why a learning-first approach mattered 

From the outset, the organisation prioritised leadership capability building over premature implementation decisions. The programme was designed to help leaders develop a shared understanding of AI, strengthen decision-making confidence, and create a common language around opportunity, governance, and execution. 

This learning-first approach created space for leaders to explore practical applications, discuss operational concerns, and evaluate risks without pressure to immediately commit to specific solutions or investments. 

The result was a programme focused on clarity, confidence, responsible governance, and applied learning. 

Designing a learning system rather than a one-off workshop 

Cprime designed the engagement as an interconnected learning system that combined discovery, enablement, practical application, reinforcement, and coaching. 

The programme architecture included: 

• Leadership alignment and discovery activities, including executive interviews and a leadership AI survey to identify readiness levels, barriers, priorities, and existing language patterns 

• A four-part executive enablement workshop series that progressed from foundational AI fluency to governance, strategy, and operational application 

• Embedded exercises that produced reusable business artefacts, including use case charters, prioritisation models, workflow blueprints, and draft roadmaps 

• Dedicated office hours where leaders could extend discussions, ask questions, and explore practical scenarios 

• Ongoing one-to-one coaching support through “Ask the AI Expert” sessions that reinforced learning and supported responsible experimentation 

Discovery shaped the programme from the beginning 

The engagement began with a structured discovery process designed to understand how leaders viewed AI across the organisation. 

Survey findings and executive interviews revealed a common pattern seen across many enterprises: 

• AI experimentation was already occurring in pockets across the business 

• Confidence and familiarity varied significantly between functions 

• Leaders wanted greater clarity around governance boundaries and approved use 

• Teams recognised potential value but lacked a consistent framework for prioritisation and decision-making 

These findings directly informed the programme design. 

The workshops incorporated realistic, role-relevant examples connected to leadership workflows such as reporting, document-heavy processes, procurement reviews, meeting summarisation, and operational coordination. 

The discovery process also highlighted uncertainty around ownership and decision rights. As a result, governance and accountability became a core theme throughout the programme. 

The executive enablement workshop series 

Each workshop followed a practical instructional structure built around concise framing, focused concepts, live demonstrations, and collaborative exercises that produced actionable outputs. 

Workshop 1: AI foundations and business impact 

The first workshop established a shared executive understanding of AI and generative technologies while helping leaders connect AI capabilities to business value. 

Leaders explored: 

• The practical differences between AI, generative AI, and AI agents 

• High-value enterprise applications and realistic implementation opportunities 

• Prompting techniques and AI limitations, including hallucinations and reliability considerations 

• Business friction points where AI could support operational improvement 

The session included live demonstrations, collaborative discussions, and exercises designed to identify department-specific opportunities, blockers, and measurable outcomes. 

Workshop 2: AI strategy, planning, and growth 

This AI strategy workshop focused on translating understanding into strategic planning and prioritised execution. 

Leaders learned how to: 

• Align AI initiatives to business outcomes, KPIs, and operational priorities 

• Develop structured use case charters with consistent evaluation criteria 

• Prioritise opportunities using Value × Feasibility analysis 

• Build practical 30/60/90 day roadmaps with ownership and prerequisite planning 

The workshop introduced portfolio-style thinking to help leaders avoid fragmented experimentation and create more deliberate sequencing for AI investment and adoption. 

Workshop 3: AI governance, ethics, and change management 

The third workshop focused on responsible AI governance and leadership accountability. 

Leaders explored: 

• The practical application of responsible AI principles including fairness, transparency, privacy, and accountability 

• Ethical, legal, reputational, and operational risks associated with scaled AI adoption 

• Governance oversight models, decision rights, and a practical AI governance framework 

• AI change management considerations including trust, shadow AI usage, and workforce concerns 

The workshop used scenario-based exercises and case discussions to help leaders evaluate governance decisions within realistic operational contexts. 

Leaders also developed communication approaches designed to support organisational trust and responsible adoption behaviours. 

Workshop 4: From strategy to execution 

The final workshop focused on operational execution and workflow redesign, the practical side of AI The final workshop focused on operational execution and workflow redesign, the practical side of AI workflow transformation. 

Leaders worked through practical exercises designed to: 

• Identify workflow friction points and operational inefficiencies 

• Select high-impact workflow candidates for AI augmentation 

• Design AI-enabled workflow blueprints with clear ownership, controls, and success measures 

• Define appropriate AI and human responsibilities within operational processes 

• Embed governance and quality controls directly into workflow design 

Hands-on exercises helped leaders move from conceptual understanding into practical application linked to real operational workflows. 

Reinforcement beyond the workshops 

To support sustained adoption and AI capability building, the programme included ongoing expert-led drop-in sessions. 

These sessions gave leaders and teams a practical environment where they could: 

• Bring forward real operational questions and scenarios 

• Refine use cases and prioritisation decisions 

• Improve prompting approaches and workflow design 

• Validate governance considerations during experimentation and rollout 

This reinforcement model helped extend learning beyond the workshop environment and supported continued confidence-building as adoption progressed. d the workshop environment and supported continued confidence-building as adoption progressed. 

A programme shaped through continuous feedback 

As the programme evolved, leaders provided ongoing feedback that influenced session pacing, discussion structure, and practical depth. 

Participants consistently asked for: 

• More time for practical discussion and collaborative exploration 

• Clearer explanations of technical limitations and governance risks 

• Greater focus on realistic implementation expectations 

• Applied exercises connected directly to operational decision-making 

That feedback informed how later sessions balanced theory, governance guidance, and practical application. 

What other organisations can learn about building executive AI readiness 

This engagement reinforced several important principles for organisations building executive AI readiness: 

Start with discovery 

AI learning programmes become more relevant and actionable when they reflect leadership priorities, operational realities, and existing organisational language. 

Focus on leadership decision-making 

Executive readiness depends on how leaders evaluate, prioritise, govern, and sponsor AI initiatives within real business environments. 

Connect learning to operational outputs 

Practical artefacts such as use case charters, prioritisation models, roadmaps, and workflow blueprints help bridge the gap between learning and execution. 

Build governance into the process from the beginning 

Clear guardrails, ownership structures, and escalation pathways strengthen leadership confidence and support responsible adoption. 

Sustain momentum through reinforcement and coaching 

Ongoing support helps organisations convert workshop learning into long-term behavioural change and operational capability. 

A practical tool for evaluating AI readiness 

Organisations planning AI initiatives often struggle to evaluate feasibility, governance readiness, and operational sustainability before investment decisions are made. 

Cprime’s AI Initiative Readiness Canvas helps leadership teams assess initiative viability, identify operational dependencies, and evaluate governance considerations before scaling implementation efforts. 

Download: AI Initiative Readiness Canvas 

Build leadership confidence for responsible AI adoption 

Cprime Learning partners with organisations to design executive-ready AI learning programmes grounded in real workflows, measurable outcomes, and responsible governance. 

Whether the goal is executive AI readiness, operational enablement, or responsible AI adoption at scale, the focus remains the same: helping leaders build the confidence, decision-making capability, and governance understanding required to move AI initiatives forward responsibly and effectively. 

Speak to a Learning expert 

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.  

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.