CASE STUDY: Agile Transformation for a Publicly-Owned Utility Company
Challenge
A publicly-owned utility company had been operating with the same product since the 1970s. As competition from newer, more cost-efficient alternatives increased, leadership knew they had to modernize. They needed to introduce new products, improve operations, and better meet evolving customer expectations.
However, the company’s deeply ingrained “this is the way we’ve always done it” culture and lack of Agile expertise made change difficult. Their complex, high-dependency projects required a more adaptive approach, but teams weren’t prepared to shift from traditional waterfall methods to Agile ways of working.
Solution
The transformation started with a pilot program. A cross-functional team was selected to become certified Scrum Masters and Product Owners through Nimble Up’s four-day in-person training. Participants worked in small groups, applied Agile principles to real projects, and completed their certification exams through SCRUMStudy.
After seeing early success from the pilot, leadership approved funding for a new department dedicated to delivering strategic initiatives and executing the company’s 10-year roadmap. To support the department’s growth:
More employees became certified through Nimble Up and SCRUMStudy.
A Learning and Development Lead was appointed to champion Agile practices.
Nimble Up developed a custom Agile playbook and provided ongoing coaching to ensure sustainable adoption.
Coaching was a key driver of success. Nimble Up facilitated:
Bi-weekly remote coaching to refine the Agile playbook.
Monthly in-person sessions for hands-on training, coaching, and planning.
Regular planning meetings with senior leaders and Chief Scrum Masters to ensure alignment.
Monthly C-suite updates to track progress, mitigate risks, and celebrate wins.
Outcome
The company’s mindset shifted from “this is how we’ve always done it” to one focused on creativity, adaptability, and innovation. Leadership became more engaged as department heads shared early successes. Teams collaborated more effectively, with a clearer vision of their goals and roles.
As a result, the department’s impact grew, earning leadership approval to expand its scope and resources. Over time, it played a key role in educating the entire 1,900-employee organization on Agile principles, creating a shared language and approach to change management.
While the company faced challenges—such as resistance from other departments and leadership transitions—Nimble Up’s persistent coaching and strategic alignment efforts helped navigate these hurdles. Today, the organization has a more adaptive, customer-focused workforce ready to compete in a rapidly evolving industry.
SUMMARY
Challenge: A resistant culture and lack of Agile experience slowed innovation.
Solution: A structured pilot program, certifications, coaching, and leadership alignment drove transformation.
Outcome: A cultural shift toward innovation, improved collaboration, and Agile adoption across the organization.