QDC at a Large Australian CPG company

The Challenge

Following the introduction of a new operating model, the Digital team at a large Australian CPG company needed to sharpen how technology investment was prioritized and delivered. Tech spend wasn't tied tightly enough to business priorities, there was no structured intake process for digital work, and market pressures demanded faster delivery at lower cost. Leadership needed a way to prioritize, fund, and track digital initiatives against enterprise strategy, without over-engineering the process for the team's size & maturity.

Our Approach

Ran a current-state review of existing practices, surfacing 26 prioritized recommendations to lift delivery performance. Then designed and embedded two key interventions:

Introduced a light Quarterly Delivery Cycle and digital front door, giving the business a single, structured way to prioritize and fund digital work aligned to enterprise strategy
Embedded agile ways of working through targeted coaching for key roles, clearer responsibilities, planning rhythms, and improved cross-team collaboration practices

Outcomes

26 Recommendations
Prioritized and identified from the current-state diagnostic to lift delivery performance

Consistent Delivery
By moving squads to a regular release cadence through embedded agile practices and a light QDC, improving delivery predictability