Agile Engineering & Delivery Performance

What you get

• A DORA baseline by week two — lead time, deployment frequency, change failure rate, MTTR — on your own data, not industry benchmarks.
• A value-stream map of your delivery pipeline — where lead time actually goes, stage by stage, so the fix targets the real bottleneck.
• A squad structure that maps to the product, not to the org chart.
• Working-rhythm redesign: what the exec sees weekly, what the squad sees daily, and what they stop doing.
• An OKR system that connects to strategy in one page, not a three-level cascade nobody reads.
• A 90-day plan to lift one of the four DORA metrics by a specific amount, with the mechanism named.

How we work

• We instrument before we advise. If the DORA numbers don't exist, week one is setting them up. No recommendations on a squad we can't measure.
• One squad, then scale. Pilot in a product area leadership actually cares about — not the innovation lab.
• We mentor your engineering managers in parallel. They have to run this after we leave, not us.
• If the problem is not agile, we'll say so. Usually it's product ownership, platform debt, or a misaligned incentive — and we'll name which.

Inside an AI or digital programme

Most of the engineering organisations we work with are not running “agile transformation” as an end in itself. The DORA work, squad design and operating-rhythm changes are how an AI or digital programme actually ships — the delivery layer underneath a strategic bet leadership has already made. We’ve run this pattern inside AB InBev’s analytics and digital transformation, and the same shape shows up wherever a CEO has named an AI value lever and the engineering organisation has to deliver it without breaking the existing business.

Related: Big Consulting Agile Frameworks, Compared · Big Consulting AI Frameworks, Compared · Digital & AI Strategy service · From GenAI pilots to production

Where we've run this before

Introduced DORA metrics and delivery-performance rituals inside AB InBev's global engineering organisation, including a 25-person team on the PerfectDraft product. See four engagements with real numbers →

Beyond engineering

Business agility is broader than engineering delivery, and we’re honest about scope. When the engagement is at the executive layer rather than the engineering layer — operating cadence, decision-rights design and discreet sparring for founders, CEOs and owner-led firms — that work sits on our Executive Advisor practice. When OKRs, performance cycles or post-merger people structures are the bottleneck — not delivery cadence — that work sits with our KPI Setup and HR Setup practices. Adrianna’s KPI/OKR-driven performance cycles at Welyo, built greenfield after the Focus Telecom + Systell merger, are the canonical example. If the problem is not agile, we’ll say so — and point to where it does belong.