Coding the infrastructure for commerce in developing countries

Fitting modernity into an old paradigm – how 400 million people were given mobile bank access in developing countries

As the world population approaches 8 billion people, the number of people connected to the world by cell phone has been skyrocketing. It is estimated that almost five billion people have a cell phone today; more than have access to a modern toilet. This rapid expansion of the mobile infrastructure that ties us together is providing incredible new opportunities for developing markets and is helping much older technologies and industries penetrate where they have previously been unable to reach.

Consider that two billion people in the world have no access to a bank account, and are very limited in their financial freedom because they don’t have access to banking facilities. Without a bank, it is hard to move and safeguard the money you have, but it also limits your potential to earn money. For two billion people in the world, this lack of banking is creating a barrier to their growth and their quality of life. In developing and rural areas, where reliable internet access is still far in the future, it may be incredibly difficult to travel to the nearest bank, and unrealistic to make frequent trips. So what can you do?

1.7 billion of the people without access to a bank account did have access to a mobile phone

This was what our client set out to solve, a mission we have taken great pride in supporting for 8 years. Our client realized that 1.7 billion of the people without access to a bank account did have access to a mobile phone. The vision was simple, but execution would require some remarkable engineering under arduous constraints:

  • Make banking possible on a feature phone with limited access to only a GSM network.
  • No smartphones. No apps. No 3G. Incredibly limited data transfer.

The challenge is to squeeze as much of modernity as possible into a very limited interface. Using a protocol called USSD, or Unstructured Supplementary Service Data, that’s normally used for simple things like checking your phone balance via text message, Softhouse helped our client create an entire mobile money and banking solution that made it possible to transfer money between friends and relatives, send money back home, conduct business and keep your money safe. When a user sends a text instruction to the telecom provider, the message is sent to a dedicated cluster of machines that execute the instruction and send back information to the user. The user’s cell phone, outdated by the standards of modern smartphones, gets to act as an interface to a modern and much more complex distributed computing solution handling over 33 million transactions every day.

Today the system is used by 410 million people

“I worked in the telecom industry, with development and architecture, for 16 years before joining Softhouse,” says Tobias Jönsson, a Softhouse engineer that joined the project last year. “It’s been very fun working with the Softhouse team, and I’ve learned to use a lot of new tools and technologies already, like IntelliJ, Gradle, Git and Gerrit.”

Today the system is used by 410 million people on both feature phones and smartphones across the developing world, in hard to reach locations in Africa and Pakistan, and has dramatically improved the economic vitality and quality of life in these places. It is a project we are proud to have worked on, and another great example of why we believe that Softhouse makes you grow. By applying talent with a purpose, we’ve helped change the world for the better in some of the most underserved places, helped our client provide a life-changing service to 410 million users, and we’ve learned a lot along the way. It’s been a challenge for our most experienced engineers, and a place to cut your teeth and learn for many of our new recruits that got to work on changing the world straight out of school.

Tobias Olandersson, a Softhouse engineer involved with the project, highlights how providing both the right competence and attitude to the client is important. “From day one we made clean code a priority and made sure that code review was an integral part of our workflow, even during crunch time. ”Our attitude that all code must be reviewed eventually spread to other teams in the organization, and as a result, the quality of the overall codebase has improved.”

”Our product is our company culture”, explains Softhouse CEO Bengt Gustavsson. ”The way we cultivate the right competence and the right attitude makes us a valuable partner to our clients, a force for good in our community, and a great place for us to work and grow.”

Reducing carbon emissions with IoT for freight

Softhouse helped local Swedish company Yellowfish revolutionize how companies monitor and manage their freight assets, such as containers and wagons, drastically improving efficiency. Today they’re a thriving international business. In this post, Christian Lundgren of Softhouse shares his experience building transformational technology.

Christian Lundgren has been part of the expert team at Softhouse for a decade now, and among his many contributions is his long-standing involvement with Swedish company Yellowfish and their service Fleetmonitor. As a trusted advisor and collaborator at Yellowfish, Christian has helped build an extensive software architecture from the ground up and helped run and maintain it for ten years – work that has required collecting, storing and analyzing millions of data points and resulted in dramatically improved efficiency, reduced carbon footprint and emissions, and a whole new way of managing the logistics of unpowered freight containers.

Getting from point A to point B can be tricky, but for Yellowfish’s demanding clients it can involve  dangerous goods, strict temperature requirements, and sensitive materials. To get the perfect piece of chocolate to your local grocery store, manufacturers have had to move ingredients, unfinished and finished products efficiently and with great care: any sudden change in temperature could ruin the product.

When these kinds of sensitive products are moved locally they’re often shipped in trucks, where the container is connected to a power supply that allows for rudimentary monitoring, but Yellowfish wanted to go above and beyond and provide even more sophisticated management and analytics for the unpowered containers that get hauled on railroads and larger freight ships. Rather than just providing measuring equipment and a simple monitoring UI, Christian helped Yellowfish build Fleetmonitor to be a complete end to end solution, where Yellowfish takes ownership of making sure that the relevant measurements are made, stored, and presented in a timely fashion.

This involved building a robust and input-agnostic ingestion engine that allows for a simple modular approach to taking in data in the format of the client’s preferred hardware partner. Everything from XML to JSON has to be handled by the ingestion engine, and stored away for immediate real-time analysis by the client – and in some cases, the client’s clients.

These requirements have put extreme demands on the responsiveness and flexibility of the architecture – millions of data points have to be accessible to clients with poor internet connectivity, and ingested from all over the world. Getting the right information to the right person at the right time is incredibly important, and as a part of a 2014 re-architecture Christian and his colleagues at Softhouse helped Yellowfish bring the average time of a query down from 9-20 seconds to lightning fast 50 milliseconds.

“Initially we had depended on the MySQL database to serve the consumer’s queries, but when we re-built the UI in 2014 we also made a switch to using Lucene,” explains Christian.

At the time a query in the multi-tenant environment would already run over millions of data points, and even though the data volume has tripled since then, we have managed to cut the query time by several orders of magnitude.

Christian and his colleagues at Softhouse also had to build an extensive admin backend to allow Yellowfish to handle the complex demands of serving their clients, with the tricky requirement that some of their clients wished to supply Fleetmonitor as a service to their clients in turn. The real-life implication for Yellowfish and their clients have been remarkable. Fleets have been made more efficient, increasing their effective capacity, and in some cases the clients have been able to dramatically reduce the size of their fleet, and society benefits from the reduction in emissions and the smaller carbon footprint. One client reduced the amount of empty containers being shipped between locations by a whopping 80%, and increased the fleet’s capacity by 10% while simultaneously reducing the transport costs by 20%.

That Yellowfish has worked with Christian and his colleagues at Softhouse for a decade shows how powerful it can be to bring experts to bear on your problem, and the results speak for themselves. These kinds of use cases, popularly called the Internet of Things, are becoming increasingly more popular and are solving decades old problems with new technology and fresh ideas.

“When we started building this 10 years ago the term Internet of Things was not even a thing, so the team at Yellowfish has been rightfully resistant to the term – we solved a real use case together before there even was a word for what we were doing, and some of the team members at Yellowfish have been tinkering with similar solutions since the late 90s,” says Christian, when asked about if he thinks of IoT as a trend.

When Christian joined the project he was fresh out of school and quickly realized that what he had learned in school was decades out of date. He felt tremendous anxiety that first summer, but since then this project has taught him basically everything he knows.

”I learned how to handle databases, how to build modern web applications, using both SOAP and REST architectures, and how to design and build micro-services,” says Christian, explaining how much he learned from his mentors and colleagues, and the client. “The most fun and challenging thing about this job is having demanding clients working on meaningful problems.”

The partnership with Yellowfish is a perfect example of our motto Softhouse makes you grow, and how we strive to help our community, our clients and our colleagues grow with every project. When our clients make money by saving the environment, and our colleagues grow by being at the absolute spearhead of emerging technology, we call that another job well done.

Softhouse weekly #1

Yesterday we got to meet a new colleague in Växjö, Johan Lindblom, who came in and introduced himself to the team. After many years as a happy customer, with no less than three different companies, Johan is finally taking the step to join the Softhouse team and will be shouldering the role of CEO of Softhouse Småland in April.

Johan is a well-known and respected profile in Växjö and Karlskrona after fifteen years at companies like Ericsson, IST, and GTECH, and even studied under our legendary developer Peppe at BTH many years ago. Outside of his professional engagements, Johan coaches the ice hockey team Växjö Lakers. We are very excited to have Johan join the Softhouse family, and you will have an opportunity to meet him on the Softhouse Day.

Henric Westergren is staying with Softhouse, taking on a bigger role in our sales organization until he moves to Softhouse Invest in May, and we look forward to seeing how he will grow our brand and presence within the thriving Swedish startup community.

As we gear up for Softhouse Day we’ll be putting a lot of work into our communication and messaging, both internally and externally. You’ll be hearing from me every week, but we’re also releasing a series of articles highlighting a selection of the coolest projects we’ve contributed to over the last decade. You may already have seen the article we just released on Fleetmonitor, a long-time client of the Karlskrona office, that is providing a valuable service to logistics companies, resulting in dramatically improved efficiency and reduced carbon emissions.

One of the things that I really want to bring into focus with these articles is how our company culture provides value to ourselves, our clients, and community as a whole. One of the principles that have been guiding me, Softhouse makes you grow, is a commitment to make sure that our work results in growth for our colleagues, growth for our clients, and positive impact on the communities we serve.

We are much more than your traditional consulting company – our value proposition, our product, is our company culture: We bring the right expertise and attitude to each project. We recruit and foster great engineers and coaches, to help our clients solve their most challenging problems, and in turn, make measurable improvements to communities all over the world.


For more information contact: 
Bengt Gustavsson, CEO Softhouse Consulting Sverige AB, at 076-883 24 69 or send an e-mail.


Softhouse och Compare-IT ingår ett strategiskt partnerskap för att ta fram en integrationsplattform för smarta fastigheter. I samband med detta investerar Softhouse Invest och tecknar drygt 13% av företrädesemission genom erhållande av teckningsrätter från huvudägarna.

Compare-IT Nordic AB (publ) genomför en företrädesemission under våren i syfte att bli en ledande aktör i digitalisering av fastigheter. En viktig del i detta är fortsatt utveckling av Compare-IT:s integrationsplattform för utökat tjänsteerbjudande till boende och fastighetsägare. Softhouse är en välrenommerad IT-konsult som via Softhouse Invest investerar inom segment där man ser en stor utvecklingspotential.

Softhouse och Compare-IT ingår ett strategiskt partnerskap för att ta fram en integrationsplattform för smarta fastigheter. I samband med detta investerar Softhouse Invest och tecknar drygt 13% av företrädesemission genom erhållande av teckningsrätter från huvudägarna. Total emissionslikvid 11,1 Mkr.

”Samarbetet med Softhouse ger en mycket god möjlighet att ta Compare-IT till nästa steg och utveckla våra digitala tjänster för boende och fastighetsförvaltare. Softhouse har både en stark IT-kompetens i kombination med en djupgående kunskap och erfarenhet kring fastighetsautomation. Dessutom arbetar man redan idag med ett antal intressanta fastighetsbolag och har en god förståelse för marknaden” menar Jeanette Andersson, Styrelseordförande Compare-IT Nordic AB.


”Softhouse har identifierat ett par områden som vi bedömer har stor potential att utvecklas väl. Digitalisering av fastigheter är ett sådant område. Kombinationen av Compare-IT:s plattform och installerade bas, bolagens djupa kompetens inom fastighetsautomation och vår starka IT-kompetens skapar en från vårt perspektiv mycket intressant affärsmöjlighet” säger Stefan Johansson, VD Softhouse Invest AB.

Det fördjupade samarbetet med Compare-IT innebär att vi tillsammans kommer att utveckla Compare-IT:s produktflora för smarta bostäder. Projektet ger oss möjligheter att arbeta med lösningar i teknisk framkant med hög innovationshöjd. En bonus är för oss är att medverka till spridning av produkter som ger ett hållbarhetsengagemang och ökat välbefinnande för de boende säger Roland Ferngård, vVD Softhouse Consulting Öresund AB.


Om Compare-IT

Compare-IT är ett svenskt teknikbolag med lång erfarenhet inom byggnadsautomation och lösningar för smarta hem. Compare-IT:s har utvecklat förprogrammerade styrsystem för smarta hem och kommersiella fastigheter som kan levereras som smarta elcentraler. Just att de är paketerade sänker installationskostnaderna väsentligt relativt andra professionella alternativ, som kräver omfattande kunskaper hos installatören och tidskrävande programmering i samband med driftsättning. Compare-IT har gjort smarta hem lösningar tillgängliga för alla på ett helt nytt sätt än tidigare. Compare-IT kombinerar en robust fast installation med trådlös komplettering för flexibilitet med en användarvänlig molnplattform för framtidssäker integration av ny funktionalitet. För mer information se


Om Softhouse

Softhouse Consulting är ledande i Sverige inom agil mjukvaruutveckling. Vi bidrar till att digitalisera Sverige och utvecklar såväl människor, verksamheter som produkter. Samtidigt investerar systerföretaget Softhouse Invest i idéer och företag som ser värdet av en partner som skapar affärsnytta och som har ledartröjan när det gäller hantverket mjukvara. Tillsammans bildar de två systerföretagen Softhouse Nordic – en unik hybrid av investment- och mjukvaruhus. Bolaget startades 1996 och sysselsätter idag ca 300 medarbetare i Stockholm, Malmö, Karlskrona, Växjö, Helsingborg och Sarajevo. Bolaget är delägare i en handfull mycket spännande produkt- och tjänsteföretag – alla med mjukvara som en bärande del av verksamheten. Softhouse är ett privatägt icke noterat svenskt företag, som nu lyckats kombinera tillväxt och lönsamhet över 20 år i rad.


För ytterligare information

Stefan Johansson, VD Softhouse Invest AB
Telefon 0706-30 04 53

Jeanette Andersson, Styrelseordförande Compare-IT Nordic AB
Telefon 0733–18 19 82

Roland Ferngård, vVD Softhouse Consulting Öresund AB
Telefon 0727-34 08 04

Creating Value in a Transforming World

– by Marcus Degerman & Vadim Feldman.

 Stuck in constant firefighting?

In our line of work, we meet management teams at different organizations to see if we can help them evolve and become more effective. During the last few years, we have noted that more and more professionals in the tech business feel a constant pressure from a constantly evolving market, and a constant need to adapt to what is happening. At the same time, many of the employees and managers feel that all the processes and the organizational structure are actually hindering them from doing their work instead of helping them. People are stuck in constant firefighting, instead of working towards long-term goals.

The Inconvenient Question

Below you can see a screening question we have used as a sort of litmus-test. It gives us a quick idea of how well an organization is doing. When we started using it, we became very surprised by the low scores – often as low as 3.

On a scale from 0 to 10, how much do your organization and processes help you create value?

Once, when we were giving a presentation for a management team of a large organization, we could see the shock in their eyes when we summarized how they had answered the question. One of the managers literally fell back in his chair, and said: ”It is not very high!” It sparked a lot of conversation. Why were they rating themselves so low?

Organizational structures and processes are formed to help people be more effective, increase quality, and improve collaboration. But too often they seem to do the reverse. According to our observations, the general problem seems to be that the goals and strategy of organizations do not match how they are designed to produce value. Or to put it simply: there is a misalignment between what employees should be achieving and how they are expected to do it.

Three Strategies to Win

To start aligning your company strategy with your organization, you first need to define what your strategy actually is. In order to address this, we have created a triangle-shaped model based on the work of Michael Treacy and Fred Wiersema. It is one of the simplest tools we have found which can explain strategy and define what your own strategy is. According to Treacy and Wiersema, there are three strategies to win in any market: operational excellence, product leadership, and customer centricity.

The goal of all of the three strategies is to increase growth and revenue. The difference is in how they approach that challenge and what they optimize on.

  • Operational excellence is focused on increasing profit by lowering costs and increasing sales. By increasing the speed of delivery and keeping the quality reasonably high to avoid rework, the organization can produce more for less. You win by undercutting the competition, often through a pricing war.
  • Product leadership is focused on producing the best products and selling them at a premium price. The focus here is not on lowering costs, but on increasing their market share value and increasing sales through a strong brand. A strong vision for the organization’s products or services guides the company to produce better and better products, and to differentiate the products from their competitors.
  • Customer centricity maintains a long-term relationship with their customers. This strategy tries to maximize the customer lifetime value and share of wallet. The focus is not on what you are producing, but it is what your customer actually needs. If you realize that the customer needs something you are not producing, then you try to fulfill that need as well and have them buy more from you.

You need to use all of the strategies to some extent, but you can never be number one in all three at the same time; this is simply too expensive. Instead, you need to choose the one which you do better than your competitors and then remember to do a bit of the others. In most market segments today, people expect more and more from the companies. It’s no longer enough just to have a great product – it also needs to be reasonably priced (operational excellence) and in many cases customized to fit specific customer needs (customer centricity).

Getting Lost in the Strategy Triangle

Most companies are not exactly sure where they want to be, nor what their ambition is. Some companies have moved too much in the direction of one strategy, forgetting about the other two strategies.

For example, many operational excellence organizations have gone too far in that direction, killing off innovation from product leadership and the ability to deal with customer groups on a personal level. Some organizations have not gone to the extreme in any direction but are stuck in the middle of the triangle trying to balance all three strategies. This means that they will have some competitors that are cheaper, some who are more premium, and some that better fit the customer segment(s) they are aiming for.

When working with management teams we try to get them to pinpoint where they think they are, and where they want to move. The important thing for them is not to get their exact position right, but figure out in what direction they want to move in relation to their competitors. Our questions are these: ”What do you want more of?” and “At the same time, what do you want less of?”

If the arrow you have drawn is very long you will most likely fail if you try to make the change within your current organization. Smaller changes are possible, but trying to change your entire organization’s DNA from the bottom-up will most likely fail. If you need to move completely from one discipline to another, you are much better off starting a completely new organization outside your current one.

Using Five Design Principles

The big question is: “What should I change in the organization that will move us closer to our strategic ambition?” We have found five design principles to help management teams assess what they need to do more of, and what they should do less of.

An organization needs to design itself to handle growth, responsiveness, collaboration, learning, and creativity. By designing your organization to continuously improve the five principles you will get an organization that becomes more and more aligned towards creating value – a rare competitive advantage nowadays!

For example, an operational excellence organization should be responsive towards cost and quality. This means that you need to design your organization so that it reacts quickly to increases in cost or if quality start to fluctuate. A good product leadership organization should, of course, look at this as well, but its main focus needs to be on catching and launching ideas as quickly as possible, and on monitoring how the market is changing. A customer-centric organization should be most responsive to customer satisfaction and trust, but also react to changes in the customer segment(s) they are delivering to.

Working with a Strategic Change Framework

After establishing a strategy, most managers fall back on the best-practice tools and methods they have for making sure the strategy gets executed. That means starting roll-out projects and creating capability maps. We suggest another way of working with this.

Best practices can only put you on a par with the others. To go further you need to develop practices that fit both where you are now as an organization and where you want to go. We have found only one way to make sure your organization fits your strategy: start experimenting and evaluating all the changes you want to apply. You can never know before implementing something if it will work or not, therefore safe-to-fail changes are the only way forward.

All change projects within your company should start by analyzing where you are now and how you want to adapt your strategy. Based on this you need to decide on a behavior you think will support changing your strategy, and what organizational changes you want to try in order to make the change in behavior happen.

The actual rate of change will depend on the environment your business is operating in, e.g the speed of competitors and the demand for novelty from your customers. For commodity markets and industries with a high rate of change we have found it helpful to review and iterate the strategy every 6-9 months. This also means that it is extremely hard (if not even impossible) to adjust more than one to two design principles due to the natural time it takes for people to adopt a change in the organization.

The bottomline here is that you should embed change as a natural part of the work you are doing, and continuously improve the things that stand between you and your ambition. A successful organization should not see change as something separate from day-to-day business. Instead, change and evaluating the change has to be the main focus at all levels of management.


Marcus Degerman and Vadim Feldman are Management Consultants at Softhouse Consulting helping organizations become more adaptive to the ever-changing environment. Equipped with tools and methods from adaptive management, service design, and agile, they enable managers to navigate uncertainty and design new ways of leading adaptive organizations.

The Hackademy III tar sin form i Malmö

The Hackademy III tar sin form i Malmö


Mer än ett år har gått sedan Softhouse var med och skapade Talent Without Borders. Målet var, som många av er säkert minns, att hjälpa nyanlända få kvalificerade arbeten i Sverige. Efter två lyckade omgångar av så kallad Hackademy, där majoriteten av tidigare deltagarna idag har jobb, är det dags att dra igång The Hackademy’ för tredje gången.

Det är med stor glädje vi meddelar att projektägare för Hackademy III är Läkare Utan Gränser – en seriös och kompetent hjälporganisation med världen som arbetsfält. De 10 deltagare som utgör Hackademy III besitter kompetenser som sträcker sig från webbutveckling, C#/.NET. till databaser. Teamets uppdrag är att bygga en första version av ett verktyg för att administrera viktiga resurser i fält för Läkare Utan Gränser. Den exakta tekniska plattformen är inte fastställd men kommer preliminärt att bli en webbaserad front-end och en Cloud-baserad backend. Vi på Softhouse, tillsammans med resterande partners i Talent Without Borders, känner oss trygga med att skapa något användbart utifrån detta gedigna samarbete.

Vid sidan om det tekniska spåret kommer Talent Without Borders i år att driva ett parallellt spår som benämns ”Soft Skills”. Målet med detta spår är att introducera deltagarna till den svenska arbetsplatsen som sådan samt ge god förståelse för de företagskulturer som råder inom IT-branschen. Deltagarna kommer ta del av sessioner under projektets gång för att bland annat diskutera gruppdynamik, roller och ledarskap. Tillsammans med våra partners ser vi på Softhouse fram emot att göra allt vi kan för att förbereda samt hjälpa deltagarna att få kvalificerade arbeten i Sverige.


Vill ni veta mer om Talent Without Borders & The Hackademy III? 
Kontakta Mats Petersen, VD för Softhouse Consulting Öresund AB, på 070-5987213 eller skicka ett mail.

Talent Without Borders – Avslutning

Untitled design (5)
Åtta veckor har nu gått och CSR initiativet, Talent Without Borders, har i slutet på vecka 23 slutfört sin allra första omgång av Hackademy för nyanlända. 

Åtta stycken duktiga och engagerade nyanlända utvecklare har tillsammans arbetat som ett team enligt Scrum och varvat utbildningssessioner med praktisk arbetet i projektet Bikes vs Cars. Projektet är från början en dokumentärfilm från WG Film med tillhörande WEB samt mobila applikationer. Teamet har i deras praktiska arbete fokuserat på att förbättra den mobila applikationen vars huvudsakliga syfte är att beräkna hur mycket koldioxid du som cyklist besparar jordens miljö i förhållande till om du åker bil samma sträcka.

”Ingen i teamet hade tidigare arbetat med Scrum och få hade arbetat med Android. De hade ingen kännedom om varandra och några av dem hade aldrig tidigare arbetat i team. Det har varit en utmaning som var och en av de åtta teammedlemmarna klarat av mycket bra, både enskilt och i team” berättar Åsa Stark, ScrumMaster för Talent Without Borders.

För Softhouse har det varit självklart att delta i projektet med utbildningar, handledning samt att ta Scrum Master rollen för hela teamet. Målet med Hackademy är att öka nyanländas chanser till att få arbete i Sverige och efter åtta intensiva veckor har nu tre deltagare från Hackademy fått konkreta jobberbjudanden och de övriga är i processer för anställning eller har fått praktikplatser. Förutom jobb-och praktikerbjudande har CSR initiativet även uppmärksammats av Dagens EKO. I inslaget under söndagskvällen (12/6) intervjuas en av deltagarna i vår Hackademy samt en representant från Arbetsförmedlingen. För att höra inslaget klicka på ikonen nedan och spola fram till ca 7:50 minuter in i inslaget.

”Det har varit en spännande resa för oss på Softhouse och planeringen för nästa Hackademy, till hösten, kommer att starta inom de närmaste dagarna” berättar Mats Petersen, VD at Softhouse Consulting Öresund AB. 


Talent Without Borders!

Softhouse är med och skapar Talent Without Borders, ett projekt för att hjälpa nyanlända få kvalificerade arbeten.

Det råder brist på kvalificerad arbetskraft på många håll i Sverige. Samtidigt finns det massor av kompetens bland nyanlända som inte har jobb. Det är ur detta resursslöseri som idén till Talent Without Border föddes i Öresundsregionen.

Jayway, Cybercom, Malmö Högskola, Lunds universitet, Minc, Qlik och Softhouse – där har ni aktörerna som tillsammans vill göra skillnad och nu drar första projektet igång. Fokus i denna omgång ligger på mjukvaruutveckling och syftar bland annat till att belysa arbetskulturen kring IT-projekt i Sverige. Det är viktigt att förstå den ofta prestigelösa och informella ledarstilen i Sverige och en nyckel till att bli framgångsrik ligger i stort förtroende för varandra i teamet och nära kontakt med kunden. Man måste våga göra sin röst hörd.

En av Softhouse grundvärderingar ligger i att dela med sig av kunskap, vilket gör att detta initiativ naturligt integreras i vår verksamhet.

”Softhouse Malmö är precis som hela regionen (och Sverige) redan väldigt diversifierad när det gäller våra medarbetares nationella ursprung. Räknar man på första och andra generationssvenskar så är ca 12 nationaliteter redan representerade. Svenska IT-marknaden behöver nya duktiga medarbetare, för oss är det därför helt naturligt att hjälpa till där vi kan. Deltagarna är ju också potentiella kandidater för rekrytering till oss själva, så även från det perspektivet blir det intressant för oss att deltaga med både utbildningar och Scrum Master-rollen.”

– Mats Petersen, VD Softhouse Malmö

Ni kan läsa mer om Talent Without Borders här.




Barn till Barn får ny webbsida

barn till barn
Softhouse bygger ny webbsida till organisationen Barn till Barn. Sidan har helt ny design, nya funktioner och flera språk. 
Barn till Barn ( är en volontär och administrationsfri organisation som hjälper sjuka och fattiga barn i Bosnien och Hercegovina. Organisationen är baserad i Sverige och jobbar främst med insamlingar från privatpersoner för sina olika projekt.