Est. 2012
TRIBAL WORLDWIDE / AVIOS
Stabilising Delivery and Building a Repeatable Digital Delivery System
Situation
Tribal Worldwide was engaged to support the Avios Customer Contact Online Team during a period where digital delivery lacked a clear and consistent operating model.
Projects were often expected to be delivered without a clear validation process, and teams did not always have a shared understanding of how work should move from idea to execution.
While talented teams were in place, delivery practices had developed organically over time. This created complexity around prioritisation, ownership, and coordination between disciplines.
At the same time the organisation needed to continue delivering improvements to key areas of the Avios digital experience, including the homepage and global navigation.
Challenge
The objective was not simply to deliver projects, but to stabilise the delivery environment while creating a system that could support consistent and scalable digital delivery.
Three key issues needed to be addressed.
Delivery lacked a clear and shared framework for how work moved from concept to implementation.
Projects were not always validated against measurable business or customer outcomes before delivery began.
Working practices and team behaviours had evolved informally, which meant delivery could become reactive rather than structured.
The goal was to simplify how delivery operated and introduce a system that made delivery clear, repeatable, and scalable.
Approach
The engagement focused on improving delivery across people, process, and culture while continuing to support active digital initiatives.
Delivery Framework
A structured delivery framework was introduced to clarify how initiatives moved from idea to implementation. This framework defined how work was proposed, validated, prioritised, and delivered.
Test and Learn Framework
A Test and Learn framework was created to support rapid experimentation and data driven decision making.
Rather than committing immediately to full delivery, initiatives could first be tested and measured against defined business and customer metrics. Successful experiments could then be scaled across the platform.
This introduced a more disciplined and evidence based approach to digital improvement.
Simplifying Delivery
Clear workflows were introduced so that teams understood how projects progressed through delivery. This created a repeatable structure that reduced complexity and improved coordination between disciplines.
Cultural and Environmental Changes
Improving delivery also required changes to how teams worked together day to day.
The physical team environment was redesigned to support greater collaboration and transparency. A central delivery screen and Kanban board were introduced to provide visible tracking of work in progress and priorities.
New meeting rhythms were also implemented to improve communication and coordination across teams.
These changes helped establish stronger delivery discipline and created a culture where work, priorities, and progress were visible to everyone involved.
Capability Development
A skills gap analysis was conducted to identify opportunities to strengthen delivery capability and leadership within the team.
Impact
Within three months the engagement helped stabilise delivery and introduce a scalable digital delivery system.
The engagement resulted in:
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A simplified delivery framework governing how initiatives moved from concept to delivery
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The introduction of a Test and Learn framework enabling rapid experimentation and data driven decision making
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Greater visibility of delivery through the introduction of Kanban boards and shared delivery screens
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Improved team coordination through new meeting rhythms and collaboration practices
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Clearer prioritisation of initiatives against business and customer objectives
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A delivery environment that made digital initiatives easier to execute, repeat, and scale
The result was a shift from reactive project delivery to a structured and transparent system capable of supporting continuous digital improvement.
RED APPLE CREATIVE
Designing a PMO Framework to Enable a New Digital Operating Model
Situation
Red Apple Creative is known for its world class audio production studio. As the agency evolved, digital delivery became the central capability supporting the agency’s creative and audio work.
However, the existing delivery approach reflected a traditional agency model and lacked the structure required to support a specialised digital team operating alongside a high performing creative and production environment.
To support the agency’s evolution, a more defined operational model was required for managing digital delivery.
Challenge
The agency needed to transition from a traditional project delivery approach to a structured digital delivery model.
Without a clear framework, digital initiatives risked becoming difficult to coordinate and scale across the organisation. The agency required a system that could provide clearer delivery processes, stronger operational governance, and a repeatable way of managing digital projects.
Approach
A new PMO and delivery framework was designed to support the agency’s evolving operating model.
This framework established a structured approach to how digital initiatives were initiated, planned, and delivered across the organisation. It introduced clearer delivery workflows, governance practices, and operational standards that could be consistently applied across projects.
The framework was captured in a comprehensive project management guide that documented how digital delivery should operate within the agency.
By introducing this structure, the agency was able to move beyond a traditional creative delivery model and establish a specialised digital team capable of supporting the organisation’s broader creative and audio production capabilities.
Impact
The introduction of the new PMO framework provided the agency with a structured and scalable digital delivery model.
This enabled Red Apple Creative to evolve from a traditional agency operating model into a niche and innovative digital team supporting the agency’s world class audio studio.
The result was a clearer operational structure, improved coordination across disciplines, and a delivery system capable of supporting complex digital work within the agency’s creative environment.
CAMELOT (THE NATIONAL LOTTERY)
Unlocking Delivery of the New National Lottery Website
Situation
Camelot, operator of the UK National Lottery, was undertaking the development of a new national lottery website.
However, the digital delivery environment had become highly fragmented.
Digital teams operated in silos and delivery practices reflected a traditional corporate structure rather than a modern product or agile delivery environment.
Work was not visualised, teams did not operate with shared delivery rhythms, and collaboration between disciplines was limited. As a result, progress on the new national lottery website had stalled.
Challenge
The primary challenge was not technical capability but the delivery environment itself.
Digital teams were separated organisationally and physically, making collaboration difficult. There were no agile meeting rhythms, and work was not visible across teams. Without shared delivery practices, coordination between designers, developers, and delivery leadership was limited.
These conditions created significant delivery friction and prevented the organisation from moving forward with the new website.
Approach
The engagement focused on rapidly transforming how the digital teams worked together.
Within four weeks, agile meeting rhythms were introduced to establish consistent communication and coordination across the delivery team.
The physical team environment was also redesigned so that digital disciplines sat together rather than operating in separate silos. Work was visualised across the office using wall based delivery boards, creating shared visibility into priorities, progress, and blockers.
These changes represented a significant cultural shift within what had previously been a highly corporate environment.
By introducing visible workflows, shared delivery rhythms, and closer collaboration between disciplines, the teams were empowered to operate more like high performing digital delivery teams.
Impact
The transformation of the delivery environment removed the operational barriers that had been preventing progress on the new national lottery website.
Teams were able to collaborate more effectively, delivery coordination improved significantly, and the project was able to move forward.
The result was a shift from siloed and fragmented delivery to a more transparent and collaborative environment capable of supporting complex digital initiatives.
CREATIVE UNITED
Designing the Digital Partner Selection Framework
Situation
Creative United needed to select a long term digital partner to lead the redevelopment of the Creative Industry Finance website.
The platform plays a critical role in supporting creative businesses across the UK by providing access to funding, guidance, and financial support programmes.
Given the importance of the platform, the organisation required a structured and transparent procurement process to ensure the selected partner could deliver a scalable and sustainable digital solution.
Challenge
Selecting the right digital partner required more than reviewing agency proposals.
The organisation needed a structured evaluation framework that would allow leadership to assess agencies against clear strategic, technical, and operational criteria.
Without this structure, it would be difficult to ensure that the selected partner could deliver both the technical platform and the long term delivery capability required to support the programme.
Approach
A comprehensive digital agency brief and evaluation framework were developed to guide the procurement process.
The brief clearly defined the objectives of the platform redevelopment, the expected delivery approach, and the operational requirements for the new digital partner.
The evaluation framework provided a structured model for assessing agency proposals across several dimensions including strategic alignment, technical capability, delivery approach, and long term partnership potential.
This ensured that the selection process remained objective, transparent, and aligned with the organisation’s long term goals.
Impact
The engagement provided Creative United with a clear and structured procurement process for selecting a digital delivery partner.
The organisation was able to evaluate agencies against consistent criteria and select a partner capable of delivering the platform redevelopment and supporting the organisation’s long term digital strategy.
The result was a partner selection process that reduced risk, improved transparency, and strengthened the organisation’s ability to deliver digital services to the creative sector.