Sber
PO Helper
Gold Winner of Season 9 IT HR AWARDS in the “Company Culture” category
Company Snapshot: Sberbank is Russia’s largest universal bank and a powerhouse in Eastern Europe, leading the pack in employee headcount and the sheer volume of digital products.
In a large organization where digital products evolve across dozens of teams simultaneously, employees can sometimes feel disconnected from the final outcome. Ideas remain local, discussions — closed, and participation — limited to small circles. This weakens the bond between employees, the products they create, and the company itself.
Sber needed a tool that would give everyone a chance to get involved — driven by their curiosity, experience, and willingness to contribute.
Open Backlog: a platform that invites every voice into the product evolution conversation. Employees pitch ideas, vote on peers’ suggestions, and join the debate.
Enter Open Backlog. The mission was clear: build a space where every team member feels like a co-creator of something epic. That’s how PO Helper was born—an internal platform powered by an open backlog.
PO Helper lets employees submit ideas for digital-product enhancements, upvote colleagues’ proposals, and dive into discussions. Product teams, in turn, weave these insights into roadmaps and refinements. The ripple effect? Skyrocketed employee involvement in product improvement, crystal-clear internal processes, and a surge in grassroots initiative. Most importantly, it hands employees a seat at the decision-making table—fueling engagement, supercharging corporate culture, and forging a deep, creative connection with the company.
PO Helper lets employees submit ideas for digital-product enhancements, upvote colleagues’ proposals, and dive into discussions. Product teams, in turn, weave these insights into roadmaps and refinements. The ripple effect? Skyrocketed employee involvement in product improvement, crystal-clear internal processes, and a surge in grassroots initiative. Most importantly, it hands employees a seat at the decision-making table—fueling engagement, supercharging corporate culture, and forging a deep, creative connection with the company.
One year in:
- 1,000+ ideas submitted
- 200 ideas brought to life
- 35% jump in product-improvement engagement (measured by rating conversion and total votes)
- Sharper process transparency and stronger feedback loops across teams
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