Case study: Digital transformation team
How Allynce leads the front-end value stream in the Postcode Lottery Group's digital transformation.
Client
Postcode Lottery Group
Sector
Lottery & Entertainment
Approach
Embedded transformation team
Area of expertise
Front-end value stream
The Postcode Lottery Group is the holding behind charity lotteries across five countries — together one of the world's largest private charity donors, raising funds for organisations working towards a fairer, greener world. The group pairs large-scale consumer engagement with a mission-driven purpose.
The Challenge:
The Postcode Lottery Group is in the middle of a group-wide digital transformation. Every operating company is moving to a new architecture and platform: one shared front-end, a mobile app, a personal “My environment”, and all the back-end integrations needed to run them.
Several major initiatives are running in parallel, and they all converge in the front-end value stream- the one part of the platform customers actually see.
The ask.
The Postcode Lottery Group asked Allynce to support the delivery of the programme, on product and delivery leadership and refininment of the roadmap & backlog in the front-end value stream.
Allynce assembled the team from its ecosystem rather than from a bench: three independent experts, each chosen on fit and seniority for their part of the challenge.
All had built customer-facing digital products before, and taken traditional organisations through digital change at scale.
No agenda of its own — senior people operating inside the group's management team, in the same meetings, on the same hook for the same result.
One team.
FULL OWNERSHIP.
Two of our Allies took the lead in the value stream's management team as Product Manager and Delivery Manager. A third works alongside them as Business Analyst, refining the roadmap into business requirements. Together they take the group's new front-end and “My environment” to launch.
01
PRODUCT LEADERSHIP
Owns the vision and roadmap for the new front-end. Turns business goals into epics and features, separates must-haves from nice-to-haves, and represents the product in decisions across the operating companies.
02
Keeps product, delivery and tech in sync. Steers teams across the group towards launch, clears blockers, and keeps decisions moving between the operating companies and the programme.
DELIVERY LEADERSHIP
03
ROADMAP & REQUIREMENTS
Refines the roadmap into workable increments. Works out business requirements with stakeholders across the operating companies, so scope is agreed before teams start building.
quote Nationale Postcode Lotterij
— [persoon]
Nationale Postcode Lotterij
