BOLDT – SOFTWARE FACTORY | AGILE TRANSFORMATION AS CONSTANT METAMORPHOSIS

THE COMPANY

Boldt is an Argentine company specializing in the development and management of comprehensive solutions tailored to client needs. Its business portfolio includes services and products across various industries such as entertainment, mobility, communications, and real estate, among others.

With 90 years of experience, Boldt continues to be a pioneer in the development of technologies and systems applied to its businesses. It is known for brands such as Bgaming, Bplay, Orbith, Interfy, Casinos Trilenium, Santa Fe, Melincue, and Rivera.

THE CHALLENGE

Within the IT Department, Boldt has a division called Software Factory, responsible for developing software platforms used by the group's various businesses. Despite efforts and collaboration, there was still a disconnect between actual needs and the solutions provided, resulting in delays, high costs, and insufficient value for the client. This created a burden on development teams and widespread dissatisfaction.

THE SOLUTION

Just as a caterpillar transforms into a butterfly, Baufest applied an agile metamorphosis, evolving the way of working:

  1. Cultural Transformation: Baufest promoted a cultural shift where teams embraced an agile mindset, prioritizing collaboration, communication, and adaptability. This allowed for greater agility in decision-making and problem-solving. New working methods and ongoing training workshops with all business and development stakeholders were key to understanding and initiating the transformation.
  2. Iteration and Feedback: Stakeholders gradually began to deliver value consistently through regular iterations that allowed for continuous adjustments and improvements. Shorter sprints were defined, and ceremonies were added to facilitate review and feedback.
  3. Methodology: Agile tools and practices such as Scrum, Kanban, retrospectives, daily meetings, and more were used. Baufest's Transformation Framework provided a solid guide for this evolution.
  4. Governance: A shared governance model between Systems and the Business was implemented to allocate the productive capacity of the teams, prioritizing the highest-value initiatives. Additionally, prioritization and value assessment instances were created to feed back into the governance process.
  5. Client Focus: The Software Factory team focused on meeting client needs. Adaptability and continuous delivery ensured that results were relevant and valuable.

BENEFITS

• Flexibility and Adaptability: Agile transformation gave teams the opportunity to make changes without pain. Shorter iterative processes and continuous delivery allowed for constant adjustments according to evolving project and client needs.

. Continuous Value Delivery: Despite the large-scale development projects in the industries involved and the need for multidisciplinary definitions, incremental product deliveries have been achieved, improving client relations and keeping the workflow updated.

. Early and Frequent Feedback: Formal instances were created where priorities were defined and adjusted as necessary, thanks to the governance model. Additionally, constant feedback from stakeholders allowed for timely adjustments and improved the final product quality.

. Increased Collaboration and Communication: This transformation fosters collaboration among team members and with clients.

. Risk Reduction: Agile methodology helps identify and mitigate risks early in the process due to adaptability and transparency in making informed decisions.

In summary, the agile transformation we undertook with Boldt not only changed the way of working but also its culture, collaboration, organizational design, and value delivery. A beautiful evolution towards success!