Based on our assessment, we recruit top competences. (CFO, owner)

The competence is most essential … that's why we have done everything to make Enterprise Y into as attractive a workplace as possible. (CFO, owner)

Before, the support staff were developed by testing, but now they are structured by internal education. (CFO, owner)

If you do not have the competence, the company will ensure that you get it. (Team member)

When the sales increase and we get new customers, the competence requirement goes up when we recruit. (Team member)

If you have a sense of leadership … we encourage you to become a team leader. (CMO)

Depending on your career ambitions, from being a developer, you can advance to being a scrum master. (CMO)

If you have personal responsibilities, of course that means a better salary. (CMO)

You show that you can handle the situation, then you get the responsibility for it. Then, when the company grows, you grow into the next position. (Team member)

Yes, we document most of our work issues, especially concerning development processes. (CMO)

We have a basic process [of documentation] that we can moderate … it is something we are almost fostered in. (CMO)

We have many forums for communication between leaders and staff. (CFO, owner)

The management consists of the CEO and the business unit managers, below that we have marketing and sales, and the department for various finance services, and below that the team leaders—so, four different levels. (CMO)

Under the development manager comes the team leader, under him the scrum master, and then the team. (Team member)

We document what we do and collect it in one place, so that the next person can fill in the information. (Team member)

The team leader takes the question further to his boss, who sometimes forwards the question to the next level—we have an approach for improvement. (Team member)

The growth process has meant that we have delegated from the business area managers to appointed team leaders. (CMO)

We can move around between different teams and make it possible for people with competencies to advance. (Team member)

When it comes to small assignments, the teams themselves decide who does what. (Team member)

Also the development team has started to work in a more agile way, they work tighter now. (Team member)

Ask for forgiveness rather than ask for permission. You should have the guts to do things—that's our basic philosophy. (CMO)

If something goes wrong, then no one is pointing anyone out. (Team member)

There are no failures, only lessons. (Team member)

You will never develop if you are not allowed to fail. (Team member)

We have decided that customer service takes care of customer communication. (CFO, owner)

We have ordered a business consultant to analyze the processes. In this way we find the places where you can streamline and automate. (CFO, owner)

With the increasing size of the company, the system developers are further away from the customers. (Team member)

We system developers [in the team] work with service delivery managers rather than with the customers themselves. (Team member)

It's very much about management by walking around. You check the pulse, see how things are going. (CFO, owner)

We have a lot of people [i.e. service delivery managers] who listen to what customers really want, and then we receive customer assignments. Then there is a layer that analyzes what the market really wants. (Team member)

Talk to the man [i.e. the customer], make him feel that we are a competent and good supplier. (Customer manager)