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FMCG·British American Tobacco
From "everything is important" to clear priorities and shipped work.
4 clusters, 9 departments, 800 projects
Across Global HQ and three European clusters, we helped BAT introduce prioritisation, transparency and cross-department collaboration that turned a portfolio of stuck projects into a delivery engine.
95%
Stakeholder satisfaction
+17pt
eNPS increase
800
Projects re-shaped
Challenges
- No real prioritisation at team or program level
- Vendor and internal teams misaligned, delivery slipping
- Waterfall process with no feedback loop to stakeholders
Our approach
- Piloted new way of working with selected teams before scaling
- Built a custom Agile Handbook and ran Product Owner and Citizen Developer academies
- Scaled SAFe across Western Europe and set up cross-cluster automation squads
Outcomes
- Stakeholder satisfaction score up to 95%
- +17 point eNPS increase from autonomy and engagement
- Standardised digital capabilities and measurable cost savings
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