Safety Co.Dual Operating System$1B+ ANNUAL REVENUE
How Safety Co. Scaled Scrum to Improve On Time Delivery by 40%
Facing rapidly changing vehicle technology, Safety Co. used Scrum@Scale to connect Agile product development with the legacy structure required of a $1B+ highly regulated manufacturer.
The result: 24% higher ROI, 43% greater team output, and 40% better customer on time delivery performance, while continuing to meet or exceed rigorous safety and regulatory requirements.
The result: 24% higher ROI, 43% greater team output, and 40% better customer on time delivery performance, while continuing to meet or exceed rigorous safety and regulatory requirements.
Results at a glance
40%
Improvement in customer on time delivery
24%
Increase in ROI on active projects
43%
Increase in average team output
3 days
Average time to remove tactical impediments
How they got there
As vehicle technology became more complex and software increasingly intertwined with hardware, Safety Co. found itself in what leadership called a “technology vortex.” They already had Lean manufacturing and Scrum teams producing results, but the challenge was scaling those ways of working without disrupting the hierarchy responsible for regulatory compliance, finance, HR, manufacturing, and other critical operations.
Working with Scrum Inc., Safety Co. used Scrum@Scale to create a dual operating system where agility and a traditional hierarchy could work together. The Executive MetaScrum (EMS) aligned leaders around the highest value priorities, funding, and resources, while the Executive Action Team (EAT) gave teams a direct path to remove organizational barriers.
The impact was immediate. Safety Co. cut its priority product list roughly in half, fully staffed and resourced its remaining priorities, and reduced tactical impediment removal to three days on average, often within 24 hours.
Working with Scrum Inc., Safety Co. used Scrum@Scale to create a dual operating system where agility and a traditional hierarchy could work together. The Executive MetaScrum (EMS) aligned leaders around the highest value priorities, funding, and resources, while the Executive Action Team (EAT) gave teams a direct path to remove organizational barriers.
The impact was immediate. Safety Co. cut its priority product list roughly in half, fully staffed and resourced its remaining priorities, and reduced tactical impediment removal to three days on average, often within 24 hours.
The Numbers
What changed when Safety Co. connected agility with enterprise execution
The Lasting Impact
Safety Co. proved that agility and structure do not have to compete.
Scrum@Scale did more than improve individual teams. It gave Safety Co. a repeatable way to adapt as its technology, customers, and business needs changed without sacrificing the controls its industry required.
Agile practices began spreading into Sales and Marketing, Purchasing, Operations, and HR, helping reduce lead times, address bottlenecks, improve change management, and align hiring with business priorities.
By connecting the two, the company became better equipped to keep pace with increasingly complex technology while continuing to meet or exceed its rigorous safety and regulatory requirements.
Agile practices began spreading into Sales and Marketing, Purchasing, Operations, and HR, helping reduce lead times, address bottlenecks, improve change management, and align hiring with business priorities.
By connecting the two, the company became better equipped to keep pace with increasingly complex technology while continuing to meet or exceed its rigorous safety and regulatory requirements.
In Their Own Words
