The primary business and operational outcomes achieved by Creditas through the adoption of Team Topologies included:

• Successful Product Release: After suffering long-term delays, the organization successfully released a product to production within the first quarter of shifting toward the new model.

• Increased Delivery Speed: Teams achieved a fast flow of value, transitioning to a model where they could iterate and ship product increments on a weekly basis.

• Enhanced Autonomy and Ownership: Transitioning to full-stack, stream-aligned teams eliminated handovers and coordination overhead, empowering engineers with direct ownership over both their code and product backlogs.

• Reduction in Customer-Facing Issues: Following the implementation of a dedicated Payments Platform Team, Creditas experienced a considerable reduction in user tickets affecting account creation and transaction management.

• Cultural Shift and Shared Language: Team Topologies principles became deeply embedded into the product-engineering culture, providing a unified language to diagnose friction and scale healthy team practices across the broader Creditas organization.

In just three years, Yassir scaled from 50 engineers to 400, serving 8 million customers across 45 cities. This rapid growth came with a price: tangled team structures, misaligned priorities, and mounting delivery bottlenecks. In this case study we show how Team Topologies helped turn chaos into clarity and faster flow.

Capra Consulting, a Norwegian IT consultancy, underwent a reorganization to address challenges in communication and decision-making brought about by growth. At 50 employees and a hierarchical organizational model, we wanted to mitigate the risks of reduced employee participation in our operation and reduced autonomy that might come with growth. We sought inspiration from the Team Topologies book to create a networked organizational structure that emphasized employee engagement, autonomy, and flexibility. By dissolving the Top Management Group and introducing specialized teams, we fostered distributed decision-making and collaborative problem-solving. 

The following case study explains what led Trade Me to introduce the concept of the Thinnest Viable Platform (TVP) from the book Team Topologies. We will explore what sparked our need to change the way we previously had been working, what we did, and the lessons we learned.

Using the ideas described in Team Topologies, PureGym was able to communicate how and why working practices needed to adapt using the core concepts to give team members more ownership and autonomy whilst reducing their cognitive load. This case study describes PureGym’s journey in the adoption of the Team Topologies principles and practices.

We spoke to Andy Norton, Software Development Manager at Footasylum, about the ways in which Team Topologies has helped to shape teams and software delivery within Footasylum.