From doing agile to being agile
Banco Cuscatlán already knew Scrum in theory. We coached its technology and business teams until agile became a culture and a digital factory for new products.
About Banco Cuscatlán and the challenge
The client
A leading bank in El Salvador that wanted its new products to be built the agile way, not only described that way.
The challenge
Theory without practice
The teams had learned Scrum, but the organization still did not see an agile, innovative model in its products.
Signature feature
A digital factory,
built on agile.
Teams moved from theory to practice, with Scrum, Kanban and DevOps applied where each one fits best.
- Agile cultureValues and ways of working, not only ceremonies.
- Scrum, Kanban & DevOpsEach practice applied where it adds value.
- Digital factoryAn internal team focused on building agile products.
Interface illustration, not real client data.
Our approach
From diagnosis
to transformation.
- 1
Detect
Agile rituals in place without the results agile should bring.
- 2
Analyze
How technology and business teams actually work together.
- 3
Build
Coaching focused on agile culture and values, and on applying Scrum, Kanban and DevOps where each fits best.
- 4
Transform
An internal digital factory focused on building agile products.
Results
- An internal digital factory focused on the company’s digital innovation.
- Better customer service through innovative products that make good use of resources.
- New products launched with added value for customers.
Stop doing agile. Start being agile.
Our takeaway from this project
Deliverables
- Agile coaching
- Scrum, Kanban & DevOps
- Digital factory
A group project
This project was delivered with TechyWe, TocheeTech’s sister company and engineering partner. The same senior team builds TocheeTech projects, with a Toronto project lead and a Canadian contract.
Next project
Banco G&T Continental
Internal projects delivered ten times faster