Case Study: An Engineering-Focused, Scaled Agile Rollout at Standard & Poor's
A large company moves to agile, but when the going gets tough, they abandon all their agile processes and revert to old ways—which are now a combination of Scrum and waterfall—and delivery is worse than before they started. Usually, what happens next is the CTO gets removed, and the new CTO comes in and proclaims again that we are all moving to agile to re-energize the organization, and they start their transformation once more. Have you seen this movie before? The agile transformation for Standard & Poor's played out this way twice, but finally, the third time was the charm—their last transformation was successful. But why was this time different, what makes them think it will stick, and how do they know as they continue to grow that they won’t revert to old ways again? Join the CTO of S&P's Platts division, Stan Guzik, and their agile transformation lead, Mary Thorn, as they discuss their engineering-led agile transformation and why they are set up for future growth.