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SUMMARY:

In order to unblock PayPal’s development flow, the company needed to release their dependence on their outdated command and control structure. To empower a customer-centric mindset and allow for decision-making to happen at the level of the product teams, Hyperdrive launched agile practices that focused on accelerating the product delivery cadence and collecting as much data and insights on the customer as possible.

With a new agile operating model, the teams were empowered to embrace change, continuously improve productivity, and meet or exceed their customer requirements. A global impact, the agile transformation led to double the number of product releases, meaningful feature releases, and more than 500 teams becoming obsessively customer-focused. All this led to PayPal going public at over $45 billion dollars.

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Case Study

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