Adopting Business Agility at Moonpig: A Case Study

In 2017 I had the exciting opportunity to introduce business agility at Moonpig, one of the UK’s best known start-ups. I have recently left Moonpig, but given it provided me with such valuable learning, I thought it was worth capturing my experiences in more detail. To that end I’ve written a series of blog posts providing an in-depth case study which I hope will provide useful insights for others looking to adopt and scale lean and agile. I have benefitted enormously from the generosity of the lean and agile community, and I hope that by sharing my learnings, others can benefit as I have.

Inevitably the series ended up being longer than I expected, so while it takes about an hour to read in total, it’s divided in to much smaller bite-sized chunks! Part 1 provides a more in-depth introduction and cites some of my key influences, but if you’re keen to get straight in to the detail, it starts here:

PART 2: STARTING WITH WHY (4 minute read)

This post covers the context for change, examining the internal and external factors behind our decision to explore business agility.

PART 3: WHAT AND HOW? (5 minute read)

In this part I outline the vision – what did we actually mean by adopting “business agility”? What outcomes did we hope to achieve? In addition I introduce the “roadmap” – how we planned to go about introducing change.

PART 4: ALIGNMENT (7 minute read)

One of the first steps on our journey was reorganising ourselves in to cross-functional teams, and this post describes the rationale behind that as well as the practical steps we took to make the change.


Part 5 delves in to the definition and principles of our cross-functional teams, as well as discussing some of the specific roles that evolved to support our model. It also covers how we defined the role of functions within the cross-functional world.

PART 6: WORKING IN SQUADS (5 minute read)

In this post I explain the broader operating framework which enabled visibility, transparency and knowledge sharing between different teams.


Inevitably we didn’t get our re-organisation 100% right the first time, so part 7 is dedicated to how we adapted and evolved our cross-functional model to improve it.

PART 8: GETTING FASTER (8 minute read)

Increasing the speed at which we delivered learning and value was a key objective of business agility, and in part 8 I explain how we introduced lean and agile working practices across squads, particularly “non-tech” squads, to optimise flow efficiency across all value streams.

PART 9: GETTING BETTER (4 minute read)

In part 9 I describe how we started to leverage lean thinking, introducing a data-driven, experimental approach to drive improved outcomes and increased ROI across all value streams.

PART 10: MEASURING HAPPINESS (5 minute read)

A key objective of business agility was to improve employee engagement. This post describes how we planned to measure engagement on a regular basis.

PART 11: GETTING HAPPIER (5 minute read)

With plans in place to measure engagement, this post is dedicated to discussing some of the specific initiatives around improving that outcome.


In the final post I review the some of the early results to understand what improvements our changes had delivered. I also summarise some of my key learnings and offer some advice to others that might be interested in exploring business agility.