- Client
- Global systems integrator
- Sector
- Public sector, legacy modernisation
- Scale
- 6 projects, around 150 people
- Role
- Independent reviewer, reporting to the leadership team
- Duration
- Six weeks
Agentic engineering review for a global systems integrator
The client was modernising legacy systems for several public sector customers, and building its own AI engineering capability alongside. Each project had adopted AI tools in its own way, costs were rising, and leadership wanted to know what good looked like and how far they were from it.
What we did
We worked with people in every role, from architects to engineers, business analysts and testers, sitting in on ceremonies and following real pieces of work from requirement to release.
We looked at how each team used AI: which tools and models, what context they gave them, and what came back. Then we compared it with current practice in agentic engineering.
What we found
- The most capable, most expensive models were used for every task, including simple ones
- Agents were given whole repositories as context, so most tokens went on code that didn't matter
- Each project had built its own prompts and workflows, with no way to share what worked
- Analysts and testers were largely left out, so gains in coding were lost further down the line
- Nobody was measuring what AI delivered, only what it cost
- lower token spend, pilot teams
- 40%
- more delivered per sprint, pilot teams
- 25%
- projects reviewed
- 6
Outcome
- A report for the leadership team with prioritised recommendations: models matched to tasks, scoped context, a shared playbook, analysts and testers in the workflow, and simple measures of value
- Pilot teams cut token spend significantly while delivering more
- The recommendations became the basis of the organisation's AI engineering standards
