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Major North American retailer seeks to accelerate the development, integration and deployment of new capabilities that drive down operational costs and improved product availability. To facilitate the agile development, the business approved a 45,000 sq ft lab equipped with representative retail and supply chain environments that would allow for both internal and external stake holders to understand the operational and technology environments for new solutions. To maximize the integration lab environment, client sought best practice and lessons learned for delivering accelerated business results.

Global Financial Services company recognizes that both traditional and non-traditional competitors rapidly emerge to impact market position. Often these new threats leverage technology to create competitive advantage over traditional financial service models and products. Conversely, leverage similar emerging technologies to create new products and services may negatively impact traditional lines of business and cannibalize profitable revenue streams. As a result, internal resistance to developing new products requires a new approach to define, develop and deliver an alternative Course of Action (CoA) for creating successful disruptive products and services.

Work assignments are governed by labor agreements. The assignment process begins with employees creating a job profile and bids for various assignments. These profiles capture key employee data such as location, position, seniority, type of service, status and certifications. An employee receives notification within 24 - 48 hours of bidding notification by text or phone. The notice could be of a work assignment from the bid, a forced assignment (does not align with the employees' preferences), or no assignment.