In the previous article, we shared insights into the onboarding experience of new Atlanters. We discussed the importance of each new employee being part of the team from day one. 

While the Atlantbh teams may differ, the same core values are deeply embedded in all of them. Building and nourishing happy and autonomous teams will inevitably lead to great success and outstanding products. In this article, we bring the most important aspects of the team’s organization and values inside Atlantbh.

The team’s structure and organization

Although Atlanters can be engaged in many project and horizontal teams across the company, having one project team as a primary base is most common. The concept of our project teams revolves around collaboration on one or more diverse products or services for a single client. Depending on the client’s requirements, we oversee the entire Software Development Life Cycle (SDLC) or specific phases within a single team. 

Each team encompasses various roles commonly found in the software development domain. Our ongoing commitment is to assemble all necessary roles and skills essential for the successful pursuit of our goals, and cross-functional teams have been integral to our operational model for an extended period. 

Atlantbh has pioneered in agile software development, maintaining a flexible approach to various agile methodologies that best suit the team and stakeholders. We successfully leverage Scrum and Kanban-like approaches to ensure optimal results in our project deliveries. And most importantly, we start with the team members and their preferences when setting up these approaches.


In software development, the spotlight should shine brightly on the technical skills that form the core of a team’s expertise. Therefore, it is necessary to provide technical leadership to the team that will focus on their own technical skills growth and solution excellence through it. We consider it of the utmost importance to ensure that each team has an experienced software engineer in this leadership role with the necessary skill set to navigate the team through different challenges.

Additionally, we recognize that the environment in which these skills are nurtured and put into action matters significantly. That person who leads the team to align a feasible approach and business goals in a way that will bring value to the product can be embodied in different project and product management roles.

Having both tech and project/product leads who complement each other, proved to be a great way of empowering the team. 

Shared Values

Although the structure and organization of the team can set a good basis for collaboration and teamwork, shared values matter most for day-to-day engagement.

  • Autonomy-driven Ownership – Granting autonomy to a team is the first step towards establishing a sense of ownership. Autonomous teams can make decisions and take control of their work independently. 
  •  Therefore, these teams are more likely to feel a personal responsibility for the outcomes. Autonomy sets the stage for ownership by creating an environment where individuals are empowered to contribute meaningfully to the team’s success, leading to a more engaged and effective team overall. We are devoted to giving the teams a high level of autonomy to spark creativity, innovation, and overall satisfaction by removing any unnecessary external influence. 
  • Open communication – The responsibility for achieving the team’s goal lies with the team. Each member must be willing to provide and receive support, complementing each other’s expertise to ensure successful results. By eliminating rigid hierarchies within the team, our teams developed peer-to-peer trust and recognized the importance of honest and direct communication daily. 
  • Knowledge sharing – Daily tasks, frequently encountered challenges, and collaboration with others craft a unique path of self-growth for each team member. When acquired knowledge is applied and shared, it will undoubtedly bring the highest benefits to the team. Whether through structured mentoring programs or informal knowledge sharing within the team, we promote this aspect as integral to fostering both personal and team growth. Also, we are putting a lot of effort into having Atlanters of different seniorities within the same team, which helps everyone have an unofficial mentor and someone who can set new challenges. 
  • Clarity of Purpose – Keeping each person focused and motivated separately is essential, as it directly influences the team’s overall results. However, having a clear vision of what the team aspires to be and how it wants to perform is equally important. 
  •  Maintaining an inspiring vision remains feasible even with frequently changing business goals for the product being built. Commonly agreed and transparently shared standards and processes inside the team will ensure there is no change or challenge that the team cannot tackle in an organized way. 

If you find our team culture fits yours and are looking for a new software development partner, contact us to discuss the possible partnership models.

Want to discuss this in relation to your project? Get in touch:

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