To tackle its triple challenge, Emergn led the energy company through new product development – from idea to impact.
With a deadline of July 2023, the team had just nine months to launch a completely transformed reward program. We began by establishing joint objectives, scope, and knowledge sharing between all internal and external stakeholders. Close collaboration at a company level and between engineering teams was crucial for overcoming bureaucratic hurdles and obtaining approvals in good time.
To cut delays, we evaluated the technical capabilities of the company’s international development team. The existing Scrum approach meant they were frequently stuck in ‘wait stages’ and found synchronous work difficult across time zones. So, we guided the team through a shift to Kanban and our core principles of Value, Flow, Quality (VFQ). By introducing modern ways of working, we were able to cut wait times, reduce bottlenecks, and maintain momentum.
With the deadline fast approaching, our emphasis on efficiency was key to success. We used a pilot store to learn how both the software performed and customer take-up of loyalty promotions. We then expanded deployments to another 20 other stores to validate the software was stable enough before beginning a mass deployment across the remaining 300+ UK stores.
By automating key testing processes and streamlining development and deployment, we saved valuable time and resources. Automation ensured accuracy too. Through comprehensive payment audit testing, we were able to verify financial regulatory compliance without halting work. This accelerated the testing phase and gave the wider team the evidence they needed to prove compliance.
As a result, the company successfully launched its new loyalty program ahead of time, under budget, and in compliance with strict financial regulatory standards.