BOLDT
Software Factory | Agile Transformation as a Constant Metamorphosis
We supported Boldt in the agile transformation of its Software Factory, driving cultural, methodological, and governance changes to align software development with business needs. Through new ways of working, iterative delivery, and a continuous value-driven approach, the organization improved collaboration, adaptability, and software development efficiency.
- Industry
- Published
- July 2026
The Company
Boldt is a leading Argentine company specializing in the development and management of end-to-end solutions tailored to its clients' needs. Its business portfolio spans multiple industries, including entertainment, mobility, telecommunications, and real estate, among others. With more than 90 years of experience, Boldt continues to pioneer the development of technologies and systems that drive its businesses. It is recognized for brands such as Bgaming, Bplay, Orbith, Interfy, and the Trilenium, Santa Fe, Melincué, and Rivera casinos.
The Challenge
Boldt's Software Factory, responsible for developing platforms for the group's different business units, faced the challenge of better aligning business needs with the solutions being delivered. This gap led to delays in delivery, increased costs, and reduced value for end users. As a result, development teams operated under a heavy workload, while business areas became increasingly dissatisfied.
The Solution
Just as a caterpillar transforms into a butterfly, Baufest guided an agile metamorphosis by evolving the organization's way of working:
- Cultural transformation: Baufest fostered a cultural shift in which teams embraced an agile mindset centered on collaboration, communication, and adaptability. This enabled greater agility in decision-making and problem-solving. New ways of working, together with ongoing training workshops involving both business and development teams, were key to understanding and initiating the transformation.
- Iteration and feedback: Stakeholders gradually began delivering value on a continuous basis through regular iterations that enabled ongoing adjustments and improvements. Shorter sprints were introduced, along with additional ceremonies that established dedicated opportunities for review and feedback.
- Methodology: Agile tools and practices such as Scrum, Kanban, retrospectives, daily stand-ups, and others were adopted. Baufest's Transformation Framework provided a solid foundation to support this evolution.
- Governance: A shared governance model between IT and Business was implemented to allocate team capacity based on the highest-value initiatives. In addition, prioritization and value assessment sessions were established to continuously refine decision-making through governance.
- Customer focus: The Software Factory team focused on meeting customer needs. Adaptability and continuous delivery ensured that outcomes remained relevant and valuable.
Benefits
- lexibility and adaptability: Agile transformation gave teams the ability to introduce changes without unnecessary disruption. Shorter iterative processes and continuous delivery enabled ongoing adjustments based on evolving project and customer needs.
- Continuous value delivery: Although development projects in the industries served are large in scope and require multidisciplinary alignment, the organization was able to deliver incremental product releases, improving customer relationships while maintaining a continuous delivery flow.
- Early and frequent feedback: Formal governance forums were established to define priorities and adjust them whenever necessary. In addition, continuous stakeholder feedback enabled timely improvements and enhanced the quality of the final product.
- Greater collaboration and communication: The transformation fostered stronger collaboration among team members and with customers.
- Risk reduction: Agile methodology helped identify and mitigate risks early in the process through greater adaptability and transparency, enabling more informed decision-making.