Summary
Key results
Faster delivery of business-driven changes
A unified way of working across teams
Establishing a single IT–business operating model in a global organization
Operating in the fast-moving consumer goods sector, Reckitt must continuously adapt products and processes to market demands. This requires responsive IT capabilities able to deliver changes without delay.
However, across its distributed global structure, teams were working under different frameworks, supported by inconsistent processes and tools. The absence of a unified operating model led to delays, limited effective prioritization, and reduced alignment between IT and business.
An additional challenge was that a previous Agile transformation – delivered by another partner – had not resulted in sustainable change. Teams were skeptical, having experienced a transformation that did not deliver lasting impact.
To reduce release time, standardize collaboration practices, and restore operational agility, Reckitt partnered with Sii Poland, combining hands-on Agile transformation expertise with Atlassian Gold Partner capabilities.
Aligning teams through Agile practices and Atlassian standardization
The transformation aimed to establish a consistent IT–business collaboration model and rationalize tooling so teams could operate in a transparent, repeatable, and scalable way. Sii Poland adopted a dual-track approach, addressing process and tooling in parallel.
Scrum implementation: building stable Agile foundations
Sii’s Agile Coach and Scrum Masters led the standardization of team practices, including:
- Introducing consistent delivery cadences (planning, refinement, review, retrospectives)
- Clarifying roles and responsibilities within teams
- Establishing backlog management standards and a shared prioritization framework
- Developing Agile competencies across IT and business stakeholders
- Supporting managers in fostering a culture of transparency and accountability
Atlassian as the operating backbone: structured Jira and centralized knowledge in Confluence
As an Atlassian Gold Partner, Sii implemented a structured framework based on Jira and Confluence to support end-to-end management of initiatives, including:
- Business idea intake and structured demand submission
- Rationalization during business analysis and solution design
- End-to-end delivery management
- Monitoring of agreed quality standards
- Structured documentation
- Handover to support and ongoing maintenance
As a result, teams began operating within a unified model, with tools actively supporting the process – from business requests through analysis and development to release.
Faster releases and a consistent way of working
The transformation streamlined team collaboration and reduced time to deliver business-requested changes. Clear IT–business engagement rules, shared delivery cadence, and standardized workflows reduced bottlenecks and improved throughput.
Atlassian standardization ensured teams now operate on shared backlogs, consistent workflows, and aligned priorities. Jira provides real-time visibility into delivery status, while Confluence serves as a single source of truth, eliminating fragmented documentation and outdated information.
The change also became embedded at the cultural level. “Be Agile” was formalized as an organizational objective, and teams adopted a unified approach to planning, reporting, and reviews. As a result, Reckitt can respond more quickly to business needs, plan releases more effectively, and manage its product portfolio with greater control.
Key Results
- Standardized Scrum-based operating model across distributed teams
- Reduced release time for business-requested changes
- Clear workflows and transparent backlogs in Jira
- Centralized documentation and knowledge repository in Confluence
- Stronger business engagement in the delivery process