RESULTS
Real engagements. Real outcomes.
Four ways we've helped teams turn tooling chaos into a way of working that actually sticks.
USE CASE 1
Tool assessment
Manufacturing
5.000 employees
THE SITUATION
A large manufacturing client voiced concerns regarding the absence of scalability, agility, and security within their ALM stack.
WHAT WE DID
We conducted a thorough analysis of the existing stack and streamlined the toolset, reducing redundancy. Subsequently, we migrated the remaining tools to a public cloud, utilizing configuration as code to optimize performance and agility.
THE OUTCOME
The administration and license cost decreased by 30%.
While previously the deployment time for a new instance of an ALM tool could span up to one month, that time has been reduced to just a few hours.
Tool performance increased by 50%, all tools had a verified Disaster Recovery system in place, and security was upgraded to ISO27001 standards.
USE CASE 2
Hub and spoke
Automotive
25.000 employees
THE SITUATION
When a large enterprise in the automotive industry noticed that the lack of alignment between its departments generated too much overhead and misaligned direction, it decided to implement an alternative way of working.
WHAT WE DID
After evaluating multiple solutions, we agreed that the hub-and-spoke model is the best way forward. Following approval from leadership and thorough planning, we proceeded to implement the model for both the Atlassian tools and all agile practices.
THE OUTCOME
The implementation yielded tangible benefits as governance structures crystallized, improving transparency and alignment across departments.
This newfound clarity substantially diminished friction between teams, paving the way for smoother collaboration and enhanced productivity.
Optimization efforts unified all departments, and also streamlined administrative processes, resulting in a 30% reduction in expenses.
Facts-based decisions
USE CASE 3
Fact-based decisions
Manufacturing
1.000 employees
THE SITUATION
An inefficient decision-making process lead one of our customers to miss opportunities for growth and improvement.
WHAT WE DID
After a thorough analysis, we've uncovered the root cause of the problem, which was that the process was outcome-oriented instead of value-driven.
Using BI solutions, we centralized several data sources and mapped them with newly defined OKRs, which resulted in a set of dynamic dashboards used by different stakeholders.
THE OUTCOME
Stakeholders gained access to real-time insights that highlighted the impact of their decisions on customer needs and overall business objectives.
Stronger alignment between business and software organizations.
Increased team engagement due to value-centric requirements that resulted in more optimized solutions.
USE CASE 4
Portfolio Management
Manufacturing
55.000 employees
THE SITUATION
One of the largest car manufacturers worldwide sought our help with a significant challenge: they were dealing with siloed operations. Within their organization, teams were using tools in ways that weren't scalable, leading to increased overhead. Additionally, dependencies were often overlooked and remained unaddressed.
WHAT WE DID
After 2 years of continuous work, we introduced a new Portfolio Management Solution which supports their scaled agile methodology and successfully onboarded all key departments with more than 50.000 users.
We successfully mapped all dependencies and equipped everyone with a playbook for identifying and addressing them.
THE OUTCOME
A unified approach to work, enhanced communication and traceability across the organization.
This initiative resulted in a remarkable 30% reduction in delayed programs.