SCRUMS, SPRINTS, SPIKES AND POKER: AGILITY IN A BULGARIAN SOFTWARE COMPANY
Lucia F. Miree and John E. Galletly wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail firstname.lastname@example.org.
Copyright © 2012, Richard Ivey School of Business FoundationVersion: 2012-03-12
Svetozar Georgiev, co-chief executive officer (CEO) of software company Telerik, finished writing on his corporate blog for the morning; he was working on the viral marketing of Telerik’s new and upcoming products. As Georgiev looked up, he noticed that the team with whom he shared an open work space was having its morning meeting, a so-called “scrum” to provide each other with updates on their work and to post items for discussion on the “scrum board.” These brief daily meetings were part of life for project teams at Telerik at the company’s headquarters in Sofia, Bulgaria, as well as in its offices in the United Kingdom, Australia, Germany, the United States and Canada.
In 2011, Telerik was one of the world’s top providers of user interface (UI) controls for the Microsoft .NET Framework and was a leading vendor of ASP.NET AJAX, ASP.NET MVC, Silverlight, WinForms and WPF controls and components, as well as .NET Reporting, .NET ORM, .NET CMS, Code Analysis, TFS and software-testing tools. Telerik was a young, privately-held company that had won many awards for its products, services and organization, and had grown to be a major player in the global software market with over 400 employees in nine locations on three continents. Telerik was known not only for its excellent products but also for its organizational design and management throughout Central and Eastern Europe. It also was considered an “employer of choice” in the software market in Bulgaria. Telerik’s products were developed with modern agile development and management techniques, and the organizational practices, including those related to human capital (the term used at Telerik) reflected the agile management philosophy of open communication, empowerment, delegation and teamwork. The company prided itself on its cutting-edge, customer-focused products and on hiring only the best employees.
The company’s founders were excited about the growth of Telerik and its positive reputation. They knew Telerik’s success was based upon its processes but wondered how they could remain successful and innovative as the company continued to expand. Page 29B12M007
SOFTWARE IN BULGARIA
The software-engineering industry was a rapidly growing segment of the information technology (IT) industry and Bulgaria had become an active player in the worldwide competition. The rapid development and dissemination of general and specific products and services in the...