Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company (Simplified Chinese version)
(9 pages of text)
This case is about a software development company, Telerik, which was based in Bulgaria and had international offices. The company was founded in 2002 and had become a world leader in user interface (UI) components for Microsoft’s .NET framework. It was still managed by its original four founders and had grown to 400 employees. In 2006, in response to fast growth and to retain its rapid development product process, Telerik adopted agile development, which was a values-driven process that included decentralization, rapid development cycles, intense customer service, teamwork, and face-to-face communication.
Telerik had moved into a new and modern building and its physical environment was designed specifically to facilitate agile development. The company’s management style was informal, hands-on, consultative, and development-driven, with a youth-focused culture. Its recent innovations in benefits, including concierge services and stock options, had given Telerik an edge in human capital with an employee turnover rate of under five per cent. The founders’ success was based upon the rapid deployment of committed human capital in a culture of teamwork and custom. They were excited about the growth of Telerik, but wondered how the company could continue to be successful and innovate.
- Analyze the factors involved in managing culture and the effects of culture on organizational activities.
- Explore the processes of agile product development, specifically as used in software development, and examine its implementation.
- Study the vital role of communication in both effective organizational management and in maintaining responsive customer service.
- Examine the challenges involved in recruiting, retaining, managing, and rewarding employees in a highly competitive industry.
- Understand the challenges involved in managing organizational growth while maintaining high-quality products and customer responsiveness.
Information, Media & Telecommunications
Bulgaria, Medium, 2011
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