Executive Summary:
In partnership with an innovative technology provider and systems integrator, we were asked by a significant and growing fintech to improve their technology delivery and operations function. This function needed reform during rapid international growth and a requirement for technological renewal.
The clients’ objectives were to examine the root causes of current delivery issues, timing, and product quality and develop recommendations for new growth-oriented product and technology delivery.
Customer Story:
A prominent Australian fintech had begun international growth and was bringing on new global investors.
It had developed innovative workflows and go-to-market processes, and its early technology was innovative and attractive. The team structure and delivery processes around product design and delivery had grown organically. To keep up with demand, the business engaged offshore technological development teams, a local Australian-based technology team, and a separate infrastructure team.
There was a separate project management function. The overall strategy was in the hands of the product team, leading with a top-down commissioning process for these other functions.
In a time of rapid growth and a need for innovation, an ambitious application development program was put in place with delivery times aligned to international rollout and investor milestones.
The program developed by the product team using an agile-based methodology quickly fell behind schedule, with an ever-increasing delivery backlog and issues in application and infrastructure quality. These issues could impact the international rollout and the ability to attract new investors to these global markets.
The brief was to find the root cause of the issues in product delivery and operations.
The first action undertaken was to complete an activity analysis of all the functions involved, from ideation to delivery to market.
Further analysis was undertaken to review and map the interaction between these functions. Extensive use of raw data, interviews, and observation was used to undertake this work. The analysis found issues in information flow between functions, timeline setting, resource engagement, and onboarding.
The interim processes were recommended to reduce the delivery backlog and flush out systems and infrastructure issues affecting product quality.
A long-term resolution recommendation suggested a new company structure for ideation delivery and operations. New data and data analytics capacity and processes and new methods for setting company timelines and milestones were agreed upon.
The interim recommendations cleared the backlog of significant timing and product quality issues. The business implemented the long-term recommendations, which allowed it to accelerate its global growth program.
The business also implemented the new recommended data and analytics capacity, which improved product insight and, ultimately, product quality. Cost savings in global development resources were also found.
