Prior to the transformation, it used to take two or even three months to launch the initial version of new services in the market. As the company expanded, the management initiated a quest for a straightforward yet efficient approach to expedite their service delivery to the market.

Through an audit, we defined the product and its boundaries, and then we fully implemented the LeSS framework. We restructured the organization by establishing a single Product Group with one Product Owner and one Product Backlog. This allowed us to cultivate a cohesive product focus. We trained and launched five cross-functional teams, facilitating the ability to shift focus and distribute work effectively. Additionally, we optimized HR processes and product-related tasks.

Now it takes two weeks for the new service to get to market. The company effectively gathers customer feedback and integrates it into the development of new services. Following LeSS principles, employees experience higher job satisfaction.