https://engineering-leadership.hinshelwood.com/case-studies/ Recent content in Case-Studies on Engineering Leadership in AI & Software Hugo en Tue, 10 Jun 2025 00:00:00 +0000 Mon, 02 Jun 2025 00:00:00 +0000 NKD Agility helped SLB streamline build and release by guiding 90 teams across 13 countries to adopt a single source control system and consistent branching, shifting ownership of builds to the engineering teams. This reduced central build team size, improved developer autonomy, and made release management more predictable. Development managers should consider empowering teams with clear structure and shared responsibility to achieve faster, more reliable delivery at scale. Mon, 02 Jun 2025 00:00:00 +0000 SLB, a global energy tech company, faced chaos from fragmented DevOps systems and inconsistent processes across 800+ teams, making reporting and collaboration nearly impossible. NKD Agility led a multi-year transformation to standardize workflows, consolidate 27 DevOps collections into 7, automate migrations, and build internal coaching capacity, resulting in better visibility, reduced costs, and improved delivery confidence. For development managers, the key takeaway is that consolidating and standardizing systems is essential to enable effective leadership, collaboration, and engineering excellence at scale. Mon, 02 Jun 2025 00:00:00 +0000 A UK insurance software company overcame misalignment between UK product managers and Polish engineers by adopting NKD Agility’s mentorship model instead of standard training. Through hands-on coaching, clearer roles, and real-world practice, teams improved collaboration, decision-making, and problem-solving, leading to higher engagement and better product outcomes. Development managers should consider immersive mentorship to drive lasting change and agility across distributed teams. Tue, 10 Jun 2025 00:00:00 +0000 The Ghana Police Service partnered with NKD Agility to drive real organisational change by embedding Scrum and evidence-based management, moving from rigid command structures to a system that enabled learning and adaptation at all levels. Key outcomes included new digital capabilities delivered every sprint, cross-functional teams taking ownership of change, and a national backlog created by officers themselves. The main takeaway is that transformation succeeded because change was practised through structured experimentation, not just planned or mandated, and development managers should focus on enabling systems that let teams drive and sustain their own improvements.