From Service Desk to Service Culture: Behind the Scenes of MadeiraMadeira’s Journey with Nimble

In partnership with MadeiraMadeira, we developed several projects in Jira Service Management (JSM) and Jira Software (JS). Among them, the Service Desk stands out — widely adopted by multiple teams — which expanded the platform’s use beyond IT services to also support business-related use cases.

These initiatives leveraged existing IT workflows, adapting them so that other areas of the organization could also manage their demands and service delivery with greater efficiency.

The MadeiraMadeira success story proves that this is not about copying and pasting IT processes, but about intentionally applying ITSM principles in ways tailored to the needs of the business, promoting:

Breaking down silos
Broad governance
Standardization of processes

The “Gear Acquisition Syndrome” (GAS) Trap

Many of you may have heard about or experienced the so-called “Gear Acquisition Syndrome” (GAS).

In photography, there’s the belief that having the best equipment automatically means taking better pictures. The same applies in music: owning an exceptional instrument doesn’t make someone a great musician.

Service management follows the same logic: putting the best tool in an organization’s hands doesn’t guarantee the best results. Many teams believe that the next tool will be the magical solution to all problems — AI being one of the latest examples. But in reality, it only generates new costs and implementation challenges that eventually lead to the search for even more tools.

The Atlassian ecosystem was designed precisely to reduce these symptoms.

Technology That Grows with the Organization

JSM, for example, is a collaborative and adaptable suite — including help portals, workflows, knowledge base (KB) articles, automations, ROVO agents, and many other features that evolve alongside the organization.

Without a doubt, technology is essential to the ESM journey, but success also depends on investing in people, processes, and team relationships, in line with ITIL’s four dimensions:

Organizations and people
Information and technology
Partners and suppliers
Value streams and processes

Continuous Communication with MYDAS®

Effective communication and documentation in projects cannot be limited to spreadsheets shared at the last minute.

That practice creates low engagement, makes access to information difficult, and wrongly assumes that everyone absorbs information the same way.

To overcome this, we adopted a continuous communication strategy in our MYDAS® product, which truly integrates consulting into the client’s business, generating more feedback and maximizing return on investment.

All of MadeiraMadeira’s technical handovers — exceptional, by the way — were structured primarily through Confluence, ensuring clear, consistent, and easily accessible information.

This approach enabled a deeper understanding of business rules and stakeholder pain points, so our technical team could deliver more productive and effective solutions.

Conclusion

This case clearly shows that true service transformation doesn’t lie only in the tools used, but in how they are adopted, governed, and lived by teams.

More than just building a Service Desk, MadeiraMadeira created a service culture aligned with business strategy — with the support of Nimble Evolution.