Case Study

Discovery+ (UK + EMEA Launch)

Introduction

Before Discovery+ launched, the media giant owned several smaller video on demand brands, such as D-play, which needed to be brought onto the Discovery+ platform.

Discovery+ now has over 24 million subscribers.

The Problem

To launch Discovery+, the business needed to coordinate 6 development teams to re-design and merge content within a strict timeline. There was a fixed deadline as the CEO announced when Discovery+ would launch. We were engaged to run the main visual re-brand team across all platforms. After some quick analysis, there was way too much work for the team to do in the time allotted.

What We Did

We took a data driven approach, and changed the way we used Story Points (updating them once work was done so they better reflected capacity, not what we thought capacity would be). After 3 sprints of working this way, we showed our Happy, Normal and Sad path to the Head of Delivery. With 10 sprints remaining, we clearly demonstrated that without additional capacity, we would likely miss the deadline.

The Outcome

Presenting this data clearly allowed the business to make a quick decision and assign another developer to the team. As a result the team finished almost exactly where the "Normal" path said they would. Discovery also asked us to implement this in their Eurosport team, to meet their deadlines for the Olympics.  

Timeframe

We spent 10 months working across both Discovery+ and Eurosport - leaving them with the tools they needed to manage their delivery without our guidance.

Case Study

Anglo American (UK, USA, Australia)

Introduction

Anglo American is the world's largest producer of platinum, with around 40% of world output, and are one of the worlds biggest polluters. They are on a mission to reduce their CO2 footprint, and so reducing the world's CO2 by 5%, by retro fitting traditional engines in their trucks with Hydrogen engines.

The Problem

An internal start up was formed to tackle this challenge. The main objectives were to prove that both a truck can run on hydrogen and that a mine site could produce enough hydrogen to run operations. This required formation of a global digital function to support real world engineering breakthroughs. Tenhaw were engaged to set up and then run multiple digital teams across Data, Simulation and DevOps.

What We Did

We created and implemented a lightweight blueprint for agile ways of working suitable for this unique startup. This allowed us to put data at the heart of decision making. As the team grew, this was rolled out across the UK, Australia and the USA as the digital operating model.

The Outcome

All teams around the world understood the expectations of delivery, and we were able to underpin a £40 billion business case with simulation data and real world scenario planning. This internal start up spun out and became "FirstMode", who have expanded their remit to develop and manufacture decarbonization solutions for heavy industry partners dedicated to the clean energy future.

Timeframe

We spent 18 months working across all digital teams.

Case Study

Tecknuovo (UK)

Introduction

Tecknuovo are a technology delivery partner, offering a unique service in the undiscovered sweet spot between consultancy and capability development. Their Zero Dependency Framework frees their customers from depending on suppliers to transform and succeed.

The Problem

Whilst making the transformation from a recruitment company to a delivery partner - there was a need to build an internal delivery team to ensure delivery quality across all their clients and to nurture growth of a talented but junior team of delivery coordinators. Tenhaw were brought in to create their PMO function from scratch, provide continuous training to junior employees and ensure best practices for delivery management across all clients in the public and private sector.

What We Did

After a 2 week discovery to understand the challenges the business was facing, we put in a variety of new processes. These spanned across risk management, day to day management of delivery and reporting standards. In addition, we facilitated the documentation of existing process in a 'Delivery Coordinators guide to the galaxy' whilst writing and training 'Agile 101-105' to aid training.

The Outcome

Senior leadership now has clarity over the active risks and issues, with consistency across all client reports enabling quick decision making. This gave them the confidence to step out of day to day client delivery and focus on growing the company, trusting the new processes to ensure a best in class experience for both clients and associates.

Timeframe

We spent 8 months implementing a new ways of working, ensuring that when we left everything was documented so their internal delivery team could run the processes without external support.

Case Study

Greggs (UK)

Introduction

Greggs is a British bakery chain. It specialises in savoury products such as bakes, sausage rolls, sandwiches and sweet items including doughnuts and vanilla slices.

The Problem

As a result of the pandemic, Greggs developed a mobile app to allow consumers to buy food and earn rewards. Due to being set up quickly, the ways of workings across their technical department was causing friction across other departments, including Marketing. We were asked to provide Scrum Master services across the Mobile App and Integration teams - whilst providing wider Agile Coaching to the rest of the business.

What We Did

We implemented our data driven approach, changing the way they used Story Points (so now updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also provided Product coaching around prioritising using data, whilst educating the Marketing teams on Agile ways of working.

The Outcome

Confidence in the technical department grew across the business as the teams became more predictable in what they would deliver, allowing for stronger product conversations around prioritising what could realistically be achieved. We also successfully used data to prove working on tech debt sped up delivery.

Timeframe

We spent 6 months training and implementing agile processes across the business.

Case Study

Yondr (UK, USA, Singapore)

Introduction

Yondr is a global developer, owner operator and service provider of hyperscale data centers. They deliver complex data center capacity needs for the world’s largest tech companies.

The Problem

The global digital team had a vast amount of experience, but yet struggled to predictably deliver outputs. This meant the business couldn't plan further than a quarter ahead, which was causing headaches across the business. We were asked to quickly ensure predictability across their digital teams, with a particular focus on the UK and the USA.

What We Did

We implemented a data driven approach to planning, introducing estimating using Story Points (and updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also implemented Retrospectives, Planning Sessions and active backlog management. This involved working with teams across the UK, USA and Singapore.

The Outcome

Within 3 months, the development team were delivering similar story points each sprint. By 6 months, the development team, the support team and security teams were all delivering a consistent level of story points each sprint. This allowed the business to start planning more holistically.

Timeframe

We spent 6 months working with the Global Digital Team. This was a remote first engagement, with some on site workshops.