Your organisation is multi-channel already and you've been running digital services for some time but delivery is too slow. Great ideas for improvement take too long to get to market. Is the way we work slowing the ship down?

How can the teams and governance of your organisation be best organised? What culture is needed so that leaders lead and teams can focus their passion and energy to deliver at pace and with the right levels of quality?

Agile business at scale and breadth

Adopt the disciplines and tools to create a sustainable Agile culture across the whole organisation

Agility – the ability to collaboratively deliver the right value at the right speed, quality and cost – is essential to a modern organisation's ability to survive and thrive. Getting the whole business on board is essential to Agility so we work with you to:

  • Develop a repeatable, empirical process that supports continuous improvement at scale
  • Understand your organisational context and identify the best methods, tools and techniques for your environment based on our wide experience with public and private enterprise
  • Ensure transparency and alignment
  • Establish a regular inspection and adaption cycle, enabling all areas of the business to continuously improve, collaborate effectively, manage dependencies and deliver the right value at the right time through Agile
  • Define a process that works for you

We draw on the techniques that work in your context. These might include:

Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), Spotify Model, Scrum, Kanban, Scaled Professional Scrum (SPS).

Thoughts about your journey

Big Thoughts

16 May 2017

A different way of working to get better outcomes, quickly

Written by Ben Hayman

Service Innovation Lab at Assurity Level 3

Organising effectively to deliver great end user services in the Digital Age is often a challenge for well-established, complex organisations. It often requires a significant transformation in how people work and how teams collaborate. For government, this is especially true.

That’s why the Department of Internal Affairs (DIA) and Assurity have partnered to set up the Service Innovation Lab (SIL) as an experiment, with the aim of seeing what value can be gained by creating an innovation environment with support from coaches to help teams work in new ways. More


11 April 2017

Design Thinking. Powered up

Written by Simon Holbrook

Our new Auckland Design Thinking practice aims to help clients get a better understanding of their customers and design the products and services their customers want.

The practice fits perfectly with Assurity’s experience in technology delivery. By joining up Design Thinking with Agile and other software delivery practices, we can help ensure that what’s imagined, invented and ideated in the Design Thinking process actually gets delivered into customers’ hands. More

Big Thoughts

28 November 2016

Making innovation central to the new normal

Written by Ben Hayman

With Innovation sounding like a great idea, we’d all support it within our organisations. Staff want to know they’re supported in being creative and looking for innovative ways forward. It’s a no-brainer in many ways, but to create the conditions for innovation to become part of the new ‘business as usual’ takes framing and sponsorship.

We see patterns of adoption of innovation methods that create real change. We also see anti-patterns where innovation is a spike of excitement and activity and brings little ongoing change. More

Big Thoughts

28 November 2016

Thriving times for responsive organisations

Written by Ben Hayman

Organisations that deliver excellent digital services have generally achieved a high degree of business Responsiveness that enables them to turn on a dime. They also truly understand the Relevance of their current offering for its audience, while also being able to Innovate to imagine a future state and disrupt their business model before their competitors.

Responsiveness runs deepSome organisations are born digital and find these three aspects a natural state of being. For other pre-digital organisations, they’re likely to need to undertake some level of transformation to get there. In either case, responsiveness is a fundamental enabling part of the picture. More

Our Digital Advisory leads...


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