Case studies and References

SAFe Case Study: Air France - KLM

Air France – KLM


Industry: Aviation

Challenge: Air France – KLM sought to scale Agile practices companywide toimprove time to market and efficiency, but must contend with specific contexts and regulations in the different businesses of the airlines.

Solutions: SAFe®

Results: 20% more effective delivery 


  • SAFe teams released 17 times in the live environment in seven months compared to every six months previously
  • On average, SAFe teams release 20% more effectively thanwaterfall teams
  • The company gained 20% market share in the small and medium logistics market alone
  • On one offering, the company exceeded expectation by 25%
  • Air France – KLM is more intimate with its clients

Sharing best practices

  • Focus on Transversal Topics for a sustainable adoption – “From day one, make them part of the adoption,” Moreau says. These topics affect all domains.
  • Let domains and teams define objectives – Teams are more committed and empowered if they set their own goals
  • Train continuously – The Core Team regularly holds Agile Booster workshops to help with specific adoption challenges such as how to deal with conflicting priorities from both airlines, and what does it mean to have an Agile mindset?


    “One of the biggest changes has been in the value delivered to the end customers,” says Franck Hasselot, RTE for Cargo Ops. “Cargo is a B2B business that serves big logistics clients and we have very strong ties with around 600 Customer Service Organization employees catering to the highly volatile needs of our customers.”


    “In order to manage our Agile adoption program across 11 business domains within Air France – KLM, we formed an Agile Release Plane (ARP, modified to fit the industry), inspired by SAFe,” says Didier Lavielle, Program Management NWOW #agile Adoption, Air France – KLM. “SAFe gives us the framework we have been missing while at the same time empowering each business domain to define their own way to reach their goals.”

Agile transformation: Achmea


Industry: Financial Services (B2C and B2B)

Period: July 2015 – current


One of the leading insurance conglomerates in the Netherlands, Achmea employs over 17,000 people worldwide. Gladwell Academy and BlinkLane Consulting have been Achmea’s preferred implementation partner in bringing about an Agile transformation journey with few peers in scope.

All divisions at Achmea have now set up Agile development value streams; they have applied Lean-Agile Strategies and Portfolio Management, and they have executed over 90% of their product and systems development through Agile teams.

A central program has been launched to also transform supporting functions, including HR, Finance and Risk, and Facilities. Transformation KPI’s indicate considerable and objective improvements in most business domains including shorter time-to-market, increased quality and higher delivery predictability.”


“The success of our collaborative effort to scale Agile throughout Achmea has brought us to select Gladwell Academy and BlinkLane Consulting as our partners for the enterprise-scale Agile transformation.”

Sten Reijnen, Senior Manager IT Achmea


Agile transformation: Nationale Nederlanden

Nationale Nederlanden 

Industry: Financial Services

Period: February 2015 – current

Nationale Nederlanden (NN Group) is one of the largest insurance companies in the Netherlands. NN Group asked us to help set up Agile portfolio management and to coach their teams, Scrum Masters and Product Owners.

However, working in Agile teams while maintaining a traditional organisation structure and existing processes turned out to hinder teams in realising their Agile potential. Therefore, we helped NN to reshape the way every value chain at NN Bank operates.

To date, Gladwell Academy trained 184 people for the whole Agile and Agile Leadership curriculum and trained in 6 locations in Europe. We trained Scrum Masters, Product Owners and Agile Coaches.


“Our people learned a great deal about the new skills and knowledge concerning their new role – in a relatively short time. I’ve heard from quite a few people about the positive energy of the sessions. It’s intense, I hear that too – but that’s in order. I’d rather have the question of ‘Can I handle this job?’ answered in training than later on in the field. The people that complete this path are the ones that can do the work.”

Dennis Brussel, CIO NN Bank

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