Building high-performance teams in small companies based on agile practices of major technology giants

Small companies often face low teamwork efficiency due to limited resources and a lack of transparent processes, which does not allow them to use their potential fully and reduces competitiveness in the market. The study aims to develop an adapted methodology for building high-performance teams in small companies using key agile practices (Scrum, Kanban, DevOps) of leading technology giants. Methods. The work applies a systematic analysis of theoretical approaches to team building in the agile context, a theoretical analysis of the impact of Scrum on the speed of development and defect rates of releases, and Kanban on cycle time and transparency of processes, DevOps on the frequency of releases and MTTR was used and conducted; a comparative method of performance, quality and motivation indicators was used; SWOT analysis methodology was used to study internal strengths and weaknesses, external opportunities and threats to the implementation of agile in small companies. Results. It has been established that implementing Scrum in small teams increases the average sprint speed by 25-35% and reduces the defectiveness of releases by 15-25%, thanks to a precise distribution of roles, Definition of Done and regular feedback rituals. Kanban helps to reduce cycle time by 20-30% and level the load through WIP limits and process visualization, which reduces the multitasking and stress of the team. DevOps allows us to increase the frequency of releases by two to three times and reduce MTTR by 40% thanks to CI/CD automation and the implementation of Infrastructure as Code. SWOT analysis revealed the main strengths (organizational flexibility, close interaction, rapid iterations), weaknesses ˗ high cost of agile start-up and multitasking, opportunities ˗ access to global talents and open-source, threats ˗ regulatory uncertainty and competition for specialists. Conclusions. Implementing adapted agile practices in small and medium-sized enterprises to form high-performance teams requires diagnosing personnel readiness and auditing processes, implementing training courses and launching a pilot project, scaling practices across the entire organization, and continuous improvement based on metrics and retrospectives. The structural components of the agile practices implementation methodology include formalizing roles, establishing regular ceremonies, organizing information radiators, and building a Talent Pipeline with internal «innovation days». Agile practices are adapted using digital tools for backlog and CI/CD, pair programming, and co-learning. Thus, the combination of phases, structural elements, and methods creates a holistic system that ensures flexibility, transparency, and sustainable development of teams. The practical value of the proposed methods and approaches lies in increasing team productivity, product quality, and employee motivation while simultaneously managing the risks and constraints of small businesses.