Scientific Publishing Organization SAFe Implementation

Case Study

Role: Engagement Lead (Consultant)
Timeline: July 2024 – February 2025 (8 months)
Organization Size: ~400-person publishing organization (18 teams, 3 value streams)
Team: 1 Agile Coach, 1 Product Coach (both reporting to Engagement Lead)

Challenge

A leading non-profit scientific publishing organization had scattered agile practices following a major reorganization. The organization faced critical delivery and operational problems:

Delivery Issues:

• Too much work in process with no prioritization by business value
• Overburdened, reactive teams managing multiple competing priorities
• One small, low-complexity ART with no identified value streams
• Lack of end-to-end product management causing delays and dependency conflicts

Organizational Dysfunction:

• Siloed decision-making with each business area independently solving common problems
• No visibility into how work aligned to strategic goals
• Product management resistance despite early involvement in planning

Mandate: The VP of Transformation brought me in to lead an end-to-end SAFe implementation, scaling and formalizing agile practices to align 18 teams across 3 value streams to strategic goals.

Approach

Phase 1: Foundation and Structure (Months 1-3)

Value Stream Identification and ART Formation

Identified 3 value streams (Journals, Technology Refresh, Engagement Platform) and organized 18 teams into 3 ARTs with 1:1 value stream mapping.

Change Management Challenge:

• Strong resistance from one product manager who felt threatened despite early involvement
• Confrontational behavior disrupting team dynamics
• General anxiety about process changes across organization

Executive Support: VP of Transformation sponsored the work and provided consistent backing throughout implementation.

Outcomes:

• Established Executive Action Team and SAFe Transition Team
• Implemented Portfolio Kanban (new for organization) forcing strategic prioritization conversations
• Built champions network to reduce resistance
• Resistant individual eventually removed; organization able to move forward

Phase 2: Training and Enablement (Months 2-5)

Comprehensive Training Program

Delivered multi-tiered training to build organizational capability and ensure sustainable practices.

Implementation:

• Trained 18 teams on agile and SAFe foundations
• Trained 25 leaders in Leading with Agility
• Trained and certified 2 RTEs
• Trained 5 coaches on coaching practices
• Engaged 5 agile champions to drive continuous improvement
• Delivered workshops: epic/feature/story writing, estimation, WSJF, Lean Portfolio Management, blameless retrospectives

Results: Built sustainable capability with trained RTEs and coaches ready to continue the work post-engagement.

Phase 3: Process Implementation and Refinement (Months 4-8)

PI Planning and Portfolio Management

Executed first PI Planning in January 2025, established portfolio governance, and built continuous improvement mechanisms.

Established Portfolio-Level Practices

• Portfolio governance and intake flow
• Regular cadence for all portfolio meetings
• 2 Communities of Practice established (RTEs and others)
• Value Management Office capabilities implemented

Addressed Organizational Design Gaps

Identified teams missing technical skills and Product Owners with too many dependencies. Recommended org design changes that were implemented during and after the engagement.

First PI Planning Outcomes

Teams surfaced significant dependencies and learned they needed better pre-planning and prioritization. These learnings informed improved backlog preparation practices for subsequent PIs.

Results

Organizational Improvements

• Strategic Alignment: Work 95% aligned to division goals and strategy through Portfolio Kanban and value stream organization
• Reduced Silos: Cross-functional collaboration greatly improved through ART structure
• Teams Formed and Aligned: 18 teams organized in ARTs and aligned to value streams
• Dependencies Reduced: Teams reformed during and after engagement to reduce dependencies

Capability Building

• 18 teams trained and operating in SAFe model
• 25 leaders equipped with agile leadership skills
• 2 RTEs trained and certified to sustain practices
• 5 coaches trained to continue team development
• 5 champions driving continuous improvement culture
• 2 active Communities of Practice established

Process Maturity

• Portfolio governance and intake flow established
• Portfolio Kanban forcing strategic prioritization conversations
• Teams moving toward predictable delivery
• Continuous improvement practices embedded

Constraints and Context

Resistance Management: The transformation faced initial resistance from product management. One individual’s confrontational behavior required eventual removal from the organization. Built champions network and provided real-time coaching to address broader concerns.

Organizational Design Limitations: Teams initially lacked appropriate technical skills and Product Owners, creating too many dependencies. Some recommended changes were implemented during the engagement, others after departure.

Successful Handoff: Transitioned leadership to Product Coach and Director of Strategy & Execution in February 2025. Teams in refinement mode with nothing at risk, positioned for continued improvement.

Key Lessons

Build Champions Early: Engaging 5 agile champions early created advocates who could address resistance and model desired behaviors throughout the organization.

Transparency Drives Prioritization: Portfolio Kanban visibility forced difficult but necessary conversations about what work truly mattered, ultimately aligning 95% of work to strategic goals.

First PI is About Learning: Teams surfacing dependencies and planning challenges in the first PI was expected and valuable. These learnings informed better practices for subsequent planning cycles.

Sustainable Capability Requires Investment: Training 2 RTEs, 5 coaches, and establishing Communities of Practice ensured the organization could continue improving after the engagement ended.