What organisations use Scrum?


A number of high profile organisations use the Scrum methodology to enhance their delivery speed and quality of software products - demonstrating the trust and prominence of the Scrum framework in operation.


Company: Netflix

Sector: Media

Netflix is the world’s largest entertainment media company with 98 million subscribers worldwide. Netflix uses the Scrum framework due to the requirement to get products and tasks completed quickly to respond to customer demands and to ensure operational flow is achieved prior to its competitors. Netflix uses the fast iterative design approach to perform system maintenance every 2 weeks, hence deadlines are met and resources are utilised efficiently.


Following the Scrum framework has enabled Netflix to experiment with new features with the knowledge that there are minimal risks and expended resources - which has helped them to remain the market leader and grow exponentially.


Company: Adobe

Sector: IT - System Development

Adobe Premier Pro is the industry leading video editing software. Adobe utilised the Scrum framework to remove and improve software defects, technical debt, and to enhance market perception e.g. recommendations. Communication between relevant engineers increased, and this was partly due to the lack of dictator-styled leadership used when leading the Scrum team - all were deemed of equal importance.


The product backlog enabled the Scrum Product Owner to split the workload into valuable but smaller sprints, ensuring that the development team were focused and not overloaded with too much irrelevant information. The Scrum team was developed based upon a mixture of both skills and personality traits, meaning that the optimal attributes were possessed for maximal productivity and cohesion.


Company: ING

Sector: Banking

ING is one of the leading banks in the Netherlands and ranked as the 16th largest European financial institution. ING implemented the Scrum framework to enhance operational flow and to enhance the infrastructure of its software - abiding to the principles of transparency, inspection, and adaptation.


Scrum allowed all operational levels and activities to be governed at a higher level and with a clear vision of the final product - guiding the product backlog, sprint backlogs, and encouraging the sharing of ideas. Innovation and creativity were the instigators of success for the amelioration of ING’s IT services and delivery channels, that overall helped to align the business objectives with the portfolio management work for enhanced productivity.


Company: Vodafone

Sector: Mobile Communication

Vodafone operates in 26 countries and has 50 additional partner networks in other countries too, contributing to their market capitalisation of £52.5 billion. The Turkish office of Vodafone utilised Scrum to trigger a complete revamp of their enterprise architecture and ensure that the software team was focused on the overall business objective.


The Scrum backlog enabled such adaptation, through working on transformational elements one sprint at a time, whilst maintaining a key appreciation for the overall business picture and for enhanced quality of operational systems. Vodafone, using a different method to the other aforementioned case studies, developed their team by choosing a small team of leaders, which encouraged the involvement of individuals with the skills and experience to bring about change quickly and effectively.


Company: INTEL

Sector: IT - Product Development and Engineering

INTEL is the world's leading developer of semiconductor chips and processors, providing systems to Apple, HP, Dell, and Lenovo, and with an annual revenue of $59.38 billion. INTEL utilised Scrum as their framework for improvement to prevent overcommitting resources unnecessarily, missing deadlines, and to enhance morale and turnover rates.


Despite the three most senior INTEL leaders missing the initial Scrum training, the Scrum Master assumed a position of equal standing and focused on engineering work, rather than assuming an administrative and project management-styled role. The regular 2-week implementation of Scrum sprints reduced the cycle time of projects by 66% and was key in discovering inhibitory bugs and system weaknesses. INTEL’s Scrum transformed the lowest morale team into being the most productive and cohesive entity in the software engineering department.



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