Update: Improve media case study copy

locales/en/case-studies/media.mdx

@@ -2,69 +2,70 @@ import Image from "next/image";
 
 ## Overview
 
-A prominent digital media platform catering to Millennials and Gen Z was growing rapidly, but its engineering team wasn't keeping pace. The team was excellent at shipping features on request, but struggled to evolve into strategic innovators capable of leading product and technology transformation. To shift gears from reactive to proactive development, they brought in Hyperjump to support the transformation with a structured, hands-on approach.
+A prominent digital media platform catering to Millennials and Gen Z was growing rapidly, but its engineering team was not keeping pace. The team excelled at shipping features on request, but struggled to evolve into strategic innovators capable of leading product and technology transformation. To shift from reactive to proactive development, they brought in Hyperjump to support the transformation through a structured, hands-on approach.
 
 ## The Challenge
 
-- Despite having a solid work ethic and collaborative company culture, the engineering team functioned more like an internal agency. Handling feature requests from business units with minimal structure or tracking
-- No task management or ticketing systems
-- Feature requests often went directly to individual developers
-- Lack of metrics to measure performance or progress
-- No agile ceremonies or standardized development processes
-- As product demand surged, the business needed more than execution. They needed innovation
+- The engineering team functioned more like an internal agency despite having a solid work ethic and collaborative company culture.
+- They handled feature requests from business units with minimal structure or tracking.
+- There was no task management or ticketing system in place.
+- Feature requests often went directly to individual developers.
+- There were no clear metrics to measure performance or progress.
+- Agile ceremonies and standardized development processes were absent.
+- As product demand surged, the business needed more than execution. They needed innovation.
 
 ## Our Approach
 
 With a dedicated [CTO-as-a-Service](https://hyperjump.tech/en/services/cto-as-a-service) engagement, Hyperjump introduced a series of foundational improvements designed to help the team scale sustainably.
 
 ### Agile Overhaul
 
-- Introduced proper Scrum ceremonies, including Sprint Planning, Grooming, Retrospectives, and Daily Standups
-- Defined a clear Definition of Done (DoD) and taught teams to write better user stories. Bridging the communication gap between product, design, and development
-- Tracked team velocity to create predictable, measurable delivery cycles
+- Introduced proper Scrum ceremonies, including Sprint Planning, Grooming, Retrospectives, and Daily Standups.
+- Defined a clear Definition of Done (DoD) and taught teams to write better user stories, bridging the communication gap between product, design, and development.
+- Tracked the team velocity to create predictable, measurable delivery cycles.
 
 ### CI/CD Transformation
 
-- Established automated CI/CD pipelines, removing manual deployment work from engineers
-- Enforced unit test coverage, improving internal code quality and catching issues early
-- Developers could now focus on innovation, not infrastructure
+- Established automated CI/CD pipelines, removing manual deployment work from engineers.
+- Enforced unit test coverage, improving internal code quality and catching issues early.
+- Developers could now focus on innovation, not infrastructure.
 
 ### Quality Assurance Reinforcement
 
-- Reorganized the QA team into a structured, cross-functional unit
-- Testing became a mandatory release step, with better knowledge sharing and coverage planning
+- Reorganized the QA team into a structured, cross-functional unit.
+- Testing became a mandatory release step, supported by better knowledge sharing and coverage planning.
 
 ### KPI-Driven Growth
 
-- Developed clear internal quality metrics (defects caught during QA, unit test coverage) to improve maintainability and reduce tech debt
-- Tracked external quality metrics (production defects) to ensure faster issue resolution and service reliability
-- Teams gained visibility into their strengths and growth areas
+- Developed clear internal quality metrics, such as defects caught during QA and unit test coverage, to improve maintainability and reduce technical debt.
+- Tracked external quality metrics, including production defects, to ensure faster issue resolution and service reliability.
+- Teams gained better visibility into their strengths and growth areas.
 
 ### Centralized Feedback Handling
 
-- Set up a proper service desk system to collect bug reports and feedback from business units
-- Ensured each issue was tracked, triaged, and resolved with clear preventive documentation
+- Implemented a proper service desk system to collect bug reports and feedback from business units.
+- Ensured every issue was tracked, triaged, and resolved with clear preventive documentation.
 
 ## Key Learnings
 
-- From Order-Takers to Innovators: Shifting an engineering team from reactive development to proactive innovation requires structural, cultural, and process-level changes, not just more resources
-- Agile Foundations Enable Predictability: Introducing Scrum ceremonies and a Definition of Done created clarity, accountability, and a shared rhythm that improved delivery consistency and cross-team communication
-- CI/CD Frees Developers to Focus on Value: Automating deployments and enforcing test coverage allowed engineers to spend more time innovating rather than maintaining infrastructure
-- Quality Must Be Systematized: Embedding QA into the development cycle and using cross-functional QA teams improved test coverage, reduced defects, and accelerated feedback loops
-- Data-Driven Teams Grow Faster: By introducing KPIs and tracking both internal and external quality metrics, teams gained visibility into performance gaps and made informed decisions for continuous improvement
-- Structured Feedback Loops Build Trust: Centralizing issue intake and resolution fostered stronger alignment with business units and ensured nothing fell through the cracks
-- Cultural Transformation is Hands-On: Coaching, real-time collaboration, and continuous support were crucial in building not just process maturity, but a mindset shift toward engineering excellence and ownership
+- **From Order-Takers to Innovators:** Shifting an engineering team from reactive development to proactive innovation requires structural, cultural, and process-level changes, not just additional resources.
+- **Agile Foundations Enable Predictability:** Scrum ceremonies and a clear Definition of Done created shared clarity, accountability, and a consistent delivery rhythm.
+- **CI/CD Frees Developers to Focus on Value:** Automation and test enforcement reduced operational overhead and enabled engineers to focus on innovation.
+- **Quality Must Be Systematized:** Embedding QA into the development cycle improved coverage, reduced defects, and accelerated feedback loops.
+- **Data-Driven Teams Grow Faster:** KPIs helped teams identify performance gaps and make informed decisions for continuous improvement.
+- **Structured Feedback Loops Build Trust:** Centralized issue intake strengthened alignment with business stakeholders and prevented issues from being overlooked.
+- **Cultural Transformation Is Hands-On:** Coaching, real-time collaboration, and continuous support were essential in building ownership and engineering excellence.
 
 ## Results
 
-After 6 months of close collaboration and coaching:
+After six months of close collaboration and coaching, the results were significant.
 
 <Image
   src="/images/case-studies/ctoaas-media.png"
   alt="Elevating a Media-Tech Engineering Team from Feature Factory to Innovation Powerhouse Results"
-  className="h-auto w-full rounded-2xl"
   width={660}
   height={400}
+  className="h-auto w-full rounded-2xl"
 />
 
-They've laid the foundation for engineering excellence. Now, they're ready to build the future.
+They laid a strong foundation for engineering excellence. With the right processes, metrics, and mindset in place, the team is now prepared to build the future with confidence.

locales/id/case-studies/media.mdx

@@ -2,69 +2,72 @@ import Image from "next/image";
 
 ## Gambaran Umum
 
-Sebuah platform media digital yang populer di kalangan Milenial dan Gen Z berkembang pesat, namun tim engineering-nya kesulitan mengikuti laju tersebut. Mereka andal dalam mengeksekusi permintaan, namun belum mampu menjadi inovator strategis. Untuk mengubah pola kerja dari reaktif ke proaktif, mereka menggandeng Hyperjump untuk pendampingan transformasi secara menyeluruh.
+Sebuah platform media digital terkemuka yang menyasar generasi Milenial dan Gen Z berkembang dengan sangat cepat, namun tim engineering-nya tidak mampu mengimbangi laju pertumbuhan tersebut. Tim ini sangat piawai dalam mengerjakan fitur berdasarkan permintaan, tetapi kesulitan untuk berkembang menjadi inovator strategis yang mampu memimpin transformasi produk dan teknologi.
+
+Untuk beralih dari pola kerja reaktif ke proaktif, perusahaan ini menggandeng Hyperjump guna mendukung transformasi melalui pendekatan yang terstruktur dan hands-on.
 
 ## Tantangan
 
-- Meski memiliki etos kerja dan budaya kolaboratif yang baik, tim engineering berfungsi seperti agensi internal. Mengerjakan permintaan fitur dari unit bisnis tanpa struktur atau pelacakan yang jelas
-- Tidak ada sistem manajemen tugas atau ticketing
-- Permintaan fitur langsung ke developer tanpa perantara
-- Tidak ada metrik untuk mengukur performa
-- Tidak ada seremonial agile atau proses pengembangan standar
-- Saat permintaan produk melonjak, bisnis membutuhkan lebih dari sekadar eksekusi, mereka membutuhkan inovasi
+- Tim engineering beroperasi layaknya agensi internal, meskipun memiliki etos kerja yang baik dan budaya kolaborasi yang solid.
+- Permintaan fitur dari unit bisnis ditangani dengan struktur dan pelacakan yang minim.
+- Tidak ada sistem manajemen tugas atau ticketing yang digunakan.
+- Permintaan fitur sering kali langsung diberikan ke developer secara individual.
+- Tidak tersedia metrik yang jelas untuk mengukur performa maupun progres.
+- Seremoni Agile dan proses pengembangan yang terstandarisasi belum diterapkan.
+- Seiring meningkatnya kebutuhan produk, bisnis tidak lagi hanya membutuhkan eksekusi, tetapi juga inovasi.
 
 ## Pendekatan Kami
 
-Lewat model CTO-as-a-Service, Hyperjump memperkenalkan serangkaian perbaikan mendasar agar tim bisa bertumbuh secara berkelanjutan.
+Melalui engagement **[CTO-as-a-Service](https://hyperjump.tech/id/services/cto-as-a-service)**, Hyperjump memperkenalkan serangkaian perbaikan fundamental yang dirancang untuk membantu tim bertumbuh secara berkelanjutan.
 
-### Transformasi Agile
+### Perombakan Agile
 
-- Memperkenalkan seremonial Scrum yang benar, seperti Sprint Planning, Grooming, Retrospective, dan Standup harian
-- Menetapkan Definition of Done yang jelas dan membantu tim menulis user story yang baik untuk memperjelas komunikasi antar tim produk, desain, dan developer
-- Melacak velocity tim untuk siklus pengiriman yang lebih terukur dan konsisten
+- Menerapkan seremoni Scrum secara menyeluruh, termasuk Sprint Planning, Grooming, Retrospective, dan Daily Standup.
+- Mendefinisikan _Definition of Done_ (DoD) yang jelas serta melatih tim dalam menulis user story yang lebih baik, sehingga menjembatani komunikasi antara product, design, dan development.
+- Melacak velocity tim untuk menciptakan siklus delivery yang lebih terukur dan dapat diprediksi.
 
 ### Transformasi CI/CD
 
-- Membangun pipeline CI/CD otomatis untuk menghilangkan proses deployment manual
-- Mewajibkan cakupan unit test untuk meningkatkan kualitas kode dan deteksi dini masalah
-- Developer kini bisa fokus pada inovasi, bukan infrastruktur
+- Membangun pipeline CI/CD otomatis, sehingga menghilangkan proses deployment manual yang membebani engineer.
+- Menerapkan kewajiban unit test coverage untuk meningkatkan kualitas kode dan mendeteksi masalah lebih awal.
+- Engineer dapat lebih fokus pada inovasi, bukan urusan infrastruktur.
 
 ### Penguatan Quality Assurance
 
-- Mengorganisir ulang tim QA menjadi unit lintas fungsi yang terstruktur
-- Pengujian menjadi langkah wajib sebelum rilis, dengan dokumentasi dan perencanaan coverage yang lebih baik
+- Menata ulang tim QA menjadi unit yang lebih terstruktur dan lintas fungsi.
+- Testing dijadikan tahapan wajib sebelum rilis, didukung oleh peningkatan knowledge sharing dan perencanaan coverage yang lebih baik.
 
 ### Pertumbuhan Berbasis KPI
 
-- Menetapkan metrik kualitas internal (bug saat QA, cakupan unit test) untuk menjaga maintainability dan mengurangi utang teknis
-- Melacak metrik kualitas eksternal (bug produksi) untuk percepatan penyelesaian masalah
-- Tim kini memiliki visibilitas atas kekuatan dan area pengembangan mereka
+- Mengembangkan metrik kualitas internal seperti jumlah defect yang ditemukan saat QA dan cakupan unit test, guna meningkatkan maintainability serta mengurangi technical debt.
+- Melacak metrik kualitas eksternal seperti defect di production untuk memastikan resolusi masalah yang lebih cepat dan keandalan layanan.
+- Tim memperoleh visibilitas yang lebih baik terhadap kekuatan dan area pengembangan mereka.
 
-### Penanganan Masukan Terpusat
+### Sentralisasi Penanganan Feedback
 
-- Membangun sistem service desk untuk mengumpulkan laporan bug dan masukan dari unit bisnis
-- Setiap isu dilacak, ditindaklanjuti, dan didokumentasikan pencegahannya secara jelas
+- Mengimplementasikan sistem service desk yang tepat untuk menampung laporan bug dan feedback dari unit bisnis.
+- Memastikan setiap isu tercatat, ditriage, dan diselesaikan dengan dokumentasi pencegahan yang jelas.
 
 ## Pembelajaran Utama
 
-- Dari Pelaksana ke Inovator: Transformasi tim engineering dari reaktif ke proaktif memerlukan perubahan struktur, budaya, dan proses, bukan hanya penambahan sumber daya
-- Fondasi Agile Meningkatkan Prediktabilitas: Scrum dan Definition of Done menciptakan kejelasan, akuntabilitas, dan ritme kerja yang konsisten
-- CI/CD Membebaskan Developer untuk Berinovasi: Otomatisasi deployment dan testing memungkinkan tim fokus pada nilai, bukan pemeliharaan
-- Kualitas Harus Terstruktur: QA sebagai bagian dari proses dev meningkatkan coverage, mengurangi bug, dan mempercepat feedback
-- Tim Berbasis Data Berkembang Lebih Cepat: Metrik internal dan eksternal memberi visibilitas atas performa dan arah pengembangan
-- Loop Feedback yang Terstruktur Membangun Kepercayaan: Penanganan masukan yang sistematis menciptakan sinergi yang lebih baik dengan unit bisnis
-- Transformasi Budaya Butuh Pendampingan Langsung: Coaching, kolaborasi real-time, dan dukungan berkelanjutan adalah kunci perubahan mindset menuju keunggulan engineering
+- **Dari Penerima Perintah Menjadi Inovator:** Mengubah tim engineering dari pola kerja reaktif ke inovatif membutuhkan perubahan struktural, budaya, dan proses, bukan sekadar penambahan sumber daya.
+- **Fondasi Agile Menciptakan Prediktabilitas:** Seremoni Scrum dan Definition of Done yang jelas menghadirkan keselarasan, akuntabilitas, dan ritme delivery yang konsisten.
+- **CI/CD Membebaskan Engineer untuk Fokus pada Nilai:** Otomatisasi dan penegakan testing mengurangi beban operasional dan membuka ruang untuk inovasi.
+- **Kualitas Harus Disistematisasi:** Integrasi QA ke dalam siklus pengembangan meningkatkan coverage, menurunkan defect, dan mempercepat feedback loop.
+- **Tim Berbasis Data Tumbuh Lebih Cepat:** KPI membantu tim mengidentifikasi celah performa dan mengambil keputusan yang lebih tepat untuk perbaikan berkelanjutan.
+- **Feedback Loop yang Terstruktur Membangun Kepercayaan:** Sentralisasi intake isu memperkuat alignment dengan stakeholder bisnis dan mencegah masalah terlewatkan.
+- **Transformasi Budaya Bersifat Hands-On:** Coaching, kolaborasi real-time, dan pendampingan berkelanjutan menjadi kunci dalam membangun rasa kepemilikan dan engineering excellence.
 
 ## Hasil
 
-Setelah 6 bulan kolaborasi dan pendampingan intensif:
+Setelah enam bulan kolaborasi dan coaching yang intensif, hasilnya sangat signifikan.
 
 <Image
   src="/images/case-studies/ctoaas-media.png"
-  alt="Hasil Meningkatkan Tim Engineering Media-Tech dari Feature Factory ke Pusat Inovasi"
-  className="h-auto w-full rounded-2xl"
+  alt="Hasil Transformasi Tim Engineering Media-Tech dari Feature Factory menjadi Pusat Inovasi"
   width={660}
   height={400}
+  className="h-auto w-full rounded-2xl"
 />
 
-Mereka telah membangun fondasi keunggulan engineering. Sekarang, mereka siap membangun masa depan.
+Mereka berhasil membangun fondasi yang kuat untuk engineering excellence. Dengan proses, metrik, dan mindset yang tepat, tim kini siap membangun masa depan dengan penuh percaya diri.