CHALLENGE
Transition to agile development
A member-owned insurance company sought to transition its product development approach from a traditional waterfall model to a more agile framework.
The company aimed to accelerate time-to-market for new products but believed its 12-year-old core system was a bottleneck in achieving this ambition.
To support strategic decision-making, the executive team and board requested an independent, objective assessment of the system’s state and future sustainability.
SOLUTION
Assessing the potential bottleneck
7N’s consultant team conducted a structured and quantitative assessment of the core system using:
Code quality benchmarking
Analyzed the system’s source code using tools aligned with industry standards (CISQ, ISO) to measure structural quality and identify technical debt
Systematic artifact reviews
Evaluated system documentation, blueprints, feature request history, change logs, and operational data against best practices
Workshops and surveys
Engaged key stakeholders to map workflows, release processes, system architecture, knowledge-sharing practices, and documentation standards
IMPACT
A sustainable path forward
The analysis outlined three strategic scenarios for the system’s future, each with a cost-benefit evaluation, enabling the company to compare potential investments and business outcomes.
The company’s leadership team used the findings to shape their transition strategy, ensuring alignment between their agile transformation goals and IT capabilities. The analysis enabled the client to:
Gain clarity on the system’s limitations and its impact on agile ambitions
Compare the cost-effectiveness of different modernization strategies
Make an informed strategic decision on the future of the core system based on 7N’s recommendations
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