uGly Duckling’s philosophy combines a bottom up with a top down approach for creating and running cross functional teams. Consider the following model:

Bottom up

At the basis of the triangle software meets finance. The combination of the two allows the translation of clever mathematical finance into a solid computer program that can be used in production. Our model is about operationalising, thus digitalising, financial knowledge. Only with expertise from both domains can one deliver the high quality information systems upon which modern financial institutions are utterly dependent. Creating solid information sources which communicate with each other and the end users directly results in a flexible platform that can quickly deliver new functionality.
A prerequisite for this model is a guarantee that all information sources are working as expected and can safely be changed if required. Best practices in engineering can achieve this. We suggest using test driven design, mocks, setting up version control and continuous integration. These technical practices should be complemented with a continuous improvement track for development teams. The need to stay ahead of the curve drives the continuous improvement process. Among the tools that can be used are retrospectives, standup meetings, well thought out training program, planning and tracking tools.
A cornerstone in any software project must be domain knowledge, financial knowledge in this case. We can offer detailed financial modelling knowledge; solid architectural experience, understanding the relevant market data and how to manage it and intimate knowledge of the mathematical details. In addition we offer contract knowledge of most financial instruments, understand and have experience in dealing with pension and insurance contracts.
The emphasis is on bringing expertise together in a cross functional team, rather than uniting all knowledge in a single, or handful, of experts. Allowing for deeper knowledge with individuals, while allowing for broader knowledge for the team as a whole.

Top down

With the best practices management is presented with new information. Some might not have been available before, some in a different detail level, which raises the question of how to use this information. As engineers its our responsibility to explain which are the levers that can be pulled, the buttons that can be pushed and what their effect will be. Once management is comfortable with these decisions, they can redirect more focus to strategical decisions. Only monitoring projects and course correcting if the necessity arises.

Management will be left with self organising teams. Leaving them to focus on strategic decisions and monitoring rather than being involved with day to day activities. The company will see increase in continuity, since the knowledge of the systems will be spread over various team members.