Olgay Taş, etiya CTO
"As one of Turkey’s largest software companies, we have embarked on a journey to improve quality & speed, where the most important milestone is the Etiya Agile Transition program.
Starting mid 2015, we have implemented the agile42 transition framework. agile42 has been our most valuable partner in the agile transition with their training and coaching services."
"With the help of agile42, Swedbank Group IT Baltic Banking Division learned how to build better products faster while at the same time improving the collaboration and increasing the motivation among employees.
As little as a year ago, business and IT worked from their own assumptions, towards their own goals. Small misunderstandings caused large delays. “The weekly meetings used to be a blame game,” recalls Oleg Marofejev, Head of Digital Channels. “Now the meetings are all about what we have achieved together in the last week."
Digitisation is shaking up publishing in a big way. Publishing houses, if they are to survive, cannot afford to set their face against the dynamic in this market, but instead need to exploit it themselves.
In this context, the publishing house Springer Medizin felt the need to adapt its online presence to the changed requirements and to re-launch its website. The demands were oriented to the one-platform strategy and the options available when it comes to today’s end-devices: amongst other things, the aim was to achieve responsive design to shape the content in line with the reader’s equipment, regardless of whether the site was accessed via a conventional PC, a tablet computer or a smartphone.
"We could immediately see the advantages of agile processes and thanks to agile42‘s custom-tailored practical tips we were able to directly integrate the new techniques into our daily routines."
With the help of the agile experts of agile42, specializing in agile methods such as Scrum, Kanban as well as their own Agile Transition Framework we were able to introduce and implement the agile working approach in our company.
In the wake of product quality challenges in 2009, MeVis decided to try out Scrum in one software team. For too long MeVis had prioritised features over quality in their medical imaging products, letting technical debt accumulate to the point of putting their customer satisfaction at risk. They now needed to try out new and radical solutions.
The Scrum experiment quickly generated positive results and the method was soon adopted by all teams. However, the transition didn’t move ahead quickly enough and it became clear that a more profound change was needed. MeVis needed a more structured approach.