We created a small team that joined two separate departments. Our specialists were introduced to the client’s organisational culture, modus operandi, business model and, above all, the product. They collected insights needed to activate an efficient knowledge transfer for future members of the external development team.
At the same time, our client began to understand how to cooperate with an external technology partner – i.e. how to plan and carry out assignments, then how to monitor its progress. Client took advantage of our delivery services, using the delivery manager as a proxy to assign tasks within the project to the nearshore team.
Client also used the time to transparently communicate to his internal team the reasons why they sought support. They needed the internal team to cooperate with the external developers for the partnership to be successful. There had to be trust among all members.
Thanks to a kick-off meeting at our client’s premises, all the developers got to meet each other and integrate in-person. Soon they were working together as one.
The partnership is running smoothly. The client entered a model of work they haven’t used before (nearshoring), and enabled efficient cooperation between internal and external developers. The laid groundwork allowed for gradual growth, mutual learning, and a structured process of taking on new responsibilities by the outsourced team.
Thanks to the workshop, our client made decisions that helped them achieve their business goals without unnecessary spending and waste.
Although our client approached us with a clear set of requirements, the initial workshop helped them to re-assess their needs and save big by starting small and gradually growing the team to achieve optimal software development efficiency.
Gradually increasing the capacity of the team, they managed to improve the application performance significantly and implement new features. We are happy to continue supporting their product development efforts.