Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
59. Depth of cross-functionality (team-level autonomy)
Breadth
of
shared
customer
focus
(product
alignment)
“agile teams ”
real teams
projects
60. Depth of cross-functionality (team-level autonomy)
Breadth
of
shared
customer
focus
(product
alignment)
“agile teams” real teams
value area
projects
61. Depth of cross-functionality (team-level autonomy)
Breadth
of
shared
customer
focus
(product
alignment)
??
“agile teams” real teams
projects
value area
62. Depth of cross-functionality (team-level autonomy)
Breadth
of
shared
customer
focus
(product
alignment)
“agile teams” real teams
projects
value area
value area
with complications
value area
with complications
64. Depth of cross-functionality (team-level autonomy)
Breadth
of
shared
customer
focus
(product
alignment)
real teams
projects
value area
If you have a backlog per team (after an ‘agile
transformation’) then you’re de facto in A2.
“agile” teams
68. Depth of cross-functionality (team-level autonomy)
Breadth
of
shared
customer
focus
(product
alignment)
“agile” teams real teams
projects
value area
??
value area
with complications