Making Agile Goals Manageable: How Viseca Brings Transparency to Complex Value Streams

Over the past few years, Viseca Payment Services AG has established a strong foundation for agile ways of working. Agile Release Trains, clearly defined roles, and regular PI Planning are firmly in place. panter.consulting supports Viseca in building on these strengths by further refining agile collaboration so that objectives can be achieved and managed more reliably.

CHALLENGE

Viseca has successfully integrated agile methods into its day-to-day operations.

Teams are well structured, collaboration follows established processes, and agile principles are embedded in everyday work. At the same time, increasing time pressure and growing complexity create new challenges.

Leaders invest significant time in building an overall picture: What is currently being worked on? What will be completed next? Where are bottlenecks emerging?

The answers exist, but obtaining them requires considerable coordination. As a result, decisions often rely on the experience and judgement of experts rather than on a shared, reliable data foundation.

One of the key reasons lies in the organisation’s operating model. The business is managed around products, services, and customer end-to-end processes, while IT is organised around applications. Both perspectives are valid and complementary, yet they cannot be mapped one-to-one.

Work flows across multiple Agile Release Trains (ARTs), dependencies increase, and coordination effort at Flight Level 2 continues to grow. As a consequence, end-to-end ownership becomes more demanding and requires active management.

IMPLEMENTATION

panter.consulting focuses on the point where effective steering begins.
Flow metrics make it visible how much work is running in parallel, where work slows down, and how much value is actually being delivered. This creates a reliable, shared understanding of throughput, work in progress (WIP), and realistic lead times.

At the same time, we facilitate the dialogue between business, IT, and leadership. Data complements experience and intuition. Different perspectives can be discussed openly and objectively. The structural causes of high coordination effort are identified collaboratively. Responsibility for end-to-end value delivery becomes a tangible topic for discussion and continuous improvement.

FLOW METRICS

The simplified flow connects business objectives with value streams, teams, and Agile Release Trains (ARTs).

CUSTOMER BENEFITS

Leadership gains a reliable foundation for decision-making. Work is consciously limited and prioritised more effectively. Coordination becomes more transparent and fact-based, particularly at Flight Level 3.

Planning becomes more realistic, and accountability for end-to-end value delivery becomes clearer and easier to negotiate.

Agility is experienced as an effective way of working—not as an end in itself.

METHODS & TOOLS