Swiftness tokeep the market.

Attitude and ability to react and respond quickly and innovatively to market changes.

1. Cultural Agility

Internalization of Agile and Lean values expressed through leadership, behavior and environment, with a culture based on collaboration and a common purpose.

2. Business Agility

Responsiveness and the ability to adapt quickly and proactively to changing market demands.

3. Operational Agility

Internal and transversal capacity to efficiently adapt processes, systems, structure and decision-making.

1. Cultural Agility

We enhance the ability of an organization and its members to successfully understand, incorporate and work within and across multiple contexts and locations.

Agile Mindset

A mentality based on the principles of the Agile Manifesto is the critical starting point for integrating agility into the culture of an organization, beyond simply implementing agile methods and frameworks.

Lean Thinking

The evolution of companies and the professionals they comprise involves implementing a process of continuous improvement that constantly seeks to optimize productivity, eliminating activities that don’t add value.

2. Business Agility


Multidisciplinary teams and lateral thinking to build a flexible organization that can tackle and implement changes with speed, resilience and efficacy.


Create a culture of experimentation through the launch of MVP initiatives based on Lean Startup and fail-fast philosophies.


Strategic decisions are made based on advanced data analysis and its subsequent interpretation, in order to maximize our customer centric approach.


Focused on finding new and efficient ways of generating business through the rapid implementation of initiatives.

Clients and Markets

Understanding clients and markets through design thinking techniques, empathy maps and metrics like NPS.

Response Speed

Making it easy to generate new value chains and change the prioritization of initiatives and their budget allocation.

In order to align each client’s business with their organizational culture, we focus on four key aspects:


The traditional PMO is transformed into an Agile Practice Office in order to ensure learning and empirical process control.


Strategic objectives at the corporate level align business units and IT, boosting the capacity to develop and implement efficient initiatives.


Aligns the organization with value generation, and represents the activities carried out in order to build solutions that provide a continuous flow of value.

AgileBusiness Teams

Agile teams of professionals from different business units, adhering to the agile mindset and using frameworks such as Scrum or Kanban.

3. Operational Agility

Agile in Teams

Cross-functional teams working within agile frameworks that have the ability and authority to define, build, test and deploy.

  • Value in Short Cycles: solutions completed in each phase.
  • Cutting-Edge Technology: pursuit of technical excellence.
  • Product Vision: teams associated with the product.
  • Teams: alignment and coordination to generate value.
  • Processes and Practices: adoption of agile practices, frameworks and tools that have proven to be effective.
  • Continuous Improvement: continuous feedback within the team.

Scrum, XPy Kanban

Agile frameworks that help teams establish a methodology aimed at value generation.


Teams conduct automated testing throughout the entire iteration, streamlining the process as much as possible.


Automated continuous integration to verify application functionality when new code is incorporated.

Scaled at Agile

We successfully align functionality, architecture and infrastructure with a common corporate and technological mission.

  • We integrate products and applications generated by the teams within our solutions ecosystem, thanks to the constant automation of our development process.
  • Teams with a shared vision that are coordinated, aligned and synchronized with regard to common and prioritized objectives, in an environment where decision-making is decentralized and shared among experts in each area and knowledge is managed collaboratively.

Increase in Tribes

Aligned and synchronized agile teams that work on different products, services and projects, but share a common goal and purpose through value chains.


Automation and monitoring at all stages of software development, from integration, testing and release to implementation and infrastructure management.

Continuous Delivery

The ability to launch new changes quickly and sustainably through process automation, allowing for immediate application deployment at any time.