When Two Worlds Stopped Talking to Each Other
In a global technology and business services enterprise spread across multiple regions, the IT organization was doing its best to keep pace with a growing volume of work. Yet the day-to-day reality felt fragmented. Operational teams relied on an ITSM platform to receive incidents, enhancements, and service requests. Delivery teams ran their planning and execution in Jira. And between these two systems, a quiet but constant gap formed.
It showed up in small moments. A request would arrive in the ITSM system, but the team responsible for solving it was deep in Jira. Someone would copy the ticket manually, typing every detail again, just so both sides had the same information. Another team would skip the duplication entirely, simply because there wasn’t enough time. Work lived in two worlds, and neither had the full story.
Leadership sensed the strain. They knew teams were busy. What they didn’t know was why. Without a single view of operational and project work, it was nearly impossible to understand where capacity was going, which issues truly mattered, or how unexpected work was disrupting delivery plans. Teams were trying to do the right thing. They just didn’t have the right structure to support it.
The need was clear: the organization had to bring both sides of the process together—without forcing anyone to abandon the tools that served them well.
A Year Spent Searching for Answers
Before finding Getint, the enterprise had made a significant effort to integrate Jira with their ITSM system. They invested in another platform and tried to configure it internally. A year later, the integration still wasn’t functioning.
Every attempt ended the same way. Environments became inactive and reset. Licenses timed out. Support cycles stretched into 24-hour waits due to time zone differences. Even small questions required long exchanges that cost the team an entire day. The consultant brought in to help ran into the same barrier: despite recreating integration environments from scratch, data simply wouldn’t flow between the systems. The organization wasn’t unwilling to change. It was simply held back by a tool that couldn’t keep up.
The team was stuck in a loop—waiting, reconfiguring, and hoping for a breakthrough that never arrived.
A Turning Point That Happened in a Single Afternoon
All of that changed when the consultant proposed testing Getint.
What had taken weeks before suddenly took only a couple of hours. A working proof-of-concept came to life almost immediately. Incidents created in the ITSM platform appeared in Jira. Fields mapped where they needed to map. The workflow finally became tangible. Someone could click a button and actually watch data move from one system to the other.
For the first time, the team wasn’t talking about integration in abstract terms. They could see it. They could test it. They could validate it against real processes. The proof-of-concept became a turning point because it transformed the conversation from “Why isn’t this working?” to “Now we understand what’s possible.”
Momentum, which had been stalled for months, came back within a single afternoon.
Why Getint Felt Different
The team’s decision to adopt Getint was shaped by three strong impressions. The first was the simplicity of the setup. None of the internal teams were full-time Jira administrators. They needed an integration that felt transparent—something they could configure, maintain, and adjust without relying on scripts or deep system knowledge. Getint’s interface made that possible. It felt visual rather than abstract. Easy instead of intimidating. And crucially, it made the integration understandable across teams, not just for technical specialists.
The second was flexibility. More than a dozen teams were involved, each with its own workflow, its own needs, and its own idea of what “good integration” looked like. The organization had been trying to force everyone into a single pattern before, and it simply didn’t work. With Getint, they could standardize the essential elements while tailoring individual details. Assignment groups could send tickets to the right Jira projects. Different teams could sync different fields. Some preferred comments to flow one way; others wanted more granular control. The integration adapted to them, not the other way around.
The third impression came from support. It wasn’t just fast; it was human. Questions received real-time help. Calls were scheduled for time zones that actually worked. Instead of waiting a full day for a single answer, the team could troubleshoot live and move forward immediately. Under internal deadlines, that responsiveness became invaluable. In many ways, support ended up being as important as the technology itself.
A New Way of Working Between Jira and ITSM
Once the integration went live, the organization kept its ITSM process exactly as it was. Routine tickets stayed in the ITSM platform—password resets, basic inquiries, and quick-turnaround work. But when an issue became complex enough to affect sprint commitments, or when a team needed engineering support, the ticket moved into Jira with one click.
From there, Getint handled the flow. The ticket carried its essential fields, selected comments, the right assignee or assignment group, and a clear label that marked it as operational work originating from the ITSM system. The label turned into one of the most powerful parts of the setup. It gave leaders immediate visibility into how much time teams were spending on escalated work and how that affected planned delivery. Sprint data began to reflect reality—operational load and all.
The integration didn’t replace anyone’s habits. It simply connected them.
The Impact: Clarity, Alignment, and a Quiet Sense of Relief
In the first weeks after launching Getint, the change was noticeable. Teams stopped typing tickets twice. Work no longer disappeared between systems. Leadership finally saw the entire landscape of operational and project work in one place.
Engineers could focus on solving problems instead of copying data.
Team leads could explain why commitments shifted.
The organization gained clarity simply by reducing the noise.
Just as importantly, the system became maintainable. With no scripting and no complex logic hidden in files, the internal team felt confident owning the integration long-term. And perhaps unexpectedly, the integration even created moments of connection. The 180 seconds it took for a ticket to sync from one tool to another became a small window for teams to talk, laugh, or simply breathe—a detail that stuck with them more than they expected.
What began as a technical project turned into something more human: a shared understanding that work could finally live in one place, without the friction that had defined it for years.
Lessons the Enterprise Wants Others to Hear
Looking back, the team often mentioned that they wished they had switched sooner. If they could offer advice, they would start with sandboxes. Testing in production caused confusion early on, and isolating changes would have made the process smoother. They also came to believe that struggling endlessly with the wrong tool is unnecessary. A time-boxed approach would have saved months of effort. Support quality, they noted, is something companies should test before committing. A tool’s long-term success depends as much on guidance as it does on features. And above all, they emphasized choosing a platform your people can actually maintain—one that doesn’t create dependency or technical debt.
A Quietly Reliable Integration That Simply Works
In the end, this global technology and business services enterprise didn’t need a complicated integration strategy. They needed something that respected the way their teams worked. Something easy to adopt, flexible enough for their structure, and supported by people who understood their pressure.
Getint helped them achieve in hours what had eluded them for a year.
It brought clarity to their work.
It aligned teams who had been operating in parallel.
It revealed the real balance between planned and unplanned work.
And it quietly removed friction from a system that had been carrying too much of it.
Today, their integration runs in the background—not as something anyone needs to monitor daily, but as a foundation they trust. And for an enterprise this size, that kind of simplicity is not a small win. It’s exactly what they needed.
