Business Chief USA February 2019
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NATIONWIDE<br />
for a lower cost, he says this plan hopes<br />
to not only help Nationwide achieve its<br />
business goals, but it will also reimagine the<br />
customer journey.<br />
144<br />
AN AGILE POWERHOUSE<br />
Keeping its finger on the pulse of the latest<br />
business strategies, Nationwide began its<br />
software development transformation a<br />
decade ago. In 2009, the firm centralized its IT<br />
function, sharing areas such as its data centers,<br />
infrastructure, security platforms and more. In<br />
fact, it also realized it could centralize and<br />
optimize the methodology and practices used<br />
in software development – the same year,<br />
Nationwide made its first foray into Agile<br />
methodology. Whilst Agile wasn’t new, it was<br />
now broadly adopted across all its enterprises<br />
for the first time. For Guru, the next step was to<br />
see if Agile could work for large transformation<br />
programs. “Our experimentation with Agile<br />
goes back a long time ago when we had small<br />
teams experimenting with this methodology,”<br />
Vasudeva recalls. “But we wanted to see if we<br />
could scale Agile at an enterprise level. In other<br />
words, could we start using it for almost all<br />
software development?”<br />
“We brought these Agile teams together<br />
and asked them if they could harmonize the<br />
methodology. That’s because we believed<br />
FEBRUARY <strong>2019</strong>
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