Modern enterprise success is nearly impossible without powerful ERP systems. These platforms act as the organization’s “nervous system” connecting and coordinating every business function, from finance to logistics. SAP, the global leader in ERP solutions, empowers companies to manage complex processes and make real-time, data-driven decisions.
Tegeta Motors, one of the largest automotive businesses in the Caucasus and Central Asia and consistently ranked among Georgia’s top 5 companies relies on SAP to run its daily operations. With 28 branches, nearly 3,000 employees, and over 500,000 customers, business continuity and operational clarity are critical.
Tegeta’s SAP team isn’t just responsible for maintaining the system, they actively develop and evolve it to meet the changing needs of the business. But, as in many fast-growing organizations, the team faced several challenges.
- Tracking task status was becoming increasingly difficult. With SAP changes often directly impacting core business operations, delays or misunderstandings could have serious consequences. Stakeholders lacked visibility into the progress of key requests, and communication gaps made coordination harder.
- Lack of predictability was another major issue. Teams couldn’t accurately estimate how long a change would take, making it hard to plan resources and keep internal clients aligned.
- Performance transparency was also missing. There were no standardized metrics to objectively assess the output of individual teams or the SAP organization as a whole. This made resource planning, training allocation, and continuous improvement efforts inconsistent and reactive.
- Finally, task prioritization was happening in an ad-hoc, often subjective way. It was unclear which requests were truly critical, leading to inefficiencies and growing tension among stakeholders with competing demands.
The Agile Transformation Journey
In response, the company launched an Agile transformation initiative for all SAP development teams.
The process began with a detailed assessment, not only of the team’s technical workflows, but also of the organizational culture and readiness for change. This helped design a customized approach tailored to each team’s maturity level and operating context.
A pilot team was selected based on its technical capabilities and openness to new ways of working. This team became the “Agile Lab,” testing various practices and adapting them to the specific nature of SAP development. Lessons from this pilot helped form a set of best practices, which were later scaled across all SAP teams.
Over a 9-month period, Agile practices were gradually introduced throughout the department.
A key focus was the structure and standardization of the product backlog, which is especially critical in ERP systems, where changes often span multiple modules. A new format for task descriptions was introduced — one that integrated both technical details and business context.
Results & Impact
The transformation delivered strong and measurable results:
Full process visibility: All stakeholders gained real-time insight into task status across systems.
Improved predictability: Teams could now forecast delivery timelines more accurately, improving planning and stakeholder satisfaction.
Transparent performance metrics: A new monitoring system was introduced to assess productivity across teams using clear, objective KPIs.
Smarter prioritization: Workflows were restructured to reflect business value and urgency, optimizing how resources were allocated.
This transformation proves that Agile practices aren’t limited to startups or software teams. Even in complex enterprise environments like SAP, Agile can bring clarity, speed, and control driving business value and building trust across the organization.
If your company is planning to scale Agile across ERP teams or modernize your internal tech operations, this case offers a proven roadmap for success — from pilot to full-scale transformation.
