Organising yourself as a network of multi-dependent teams helps to solve following constraints and increase effectiveness of product development
People from different functional areas must be a part of the same team to eliminate all possible “cross departments” activities
Toyota have long eliminated this constraint through their Obeya concept, and unique matrix structure.
Capacity of Bottlenecks
Often certain teams in the company can become a bottleneck as lots of others start to depend on them. Providing options for teams in different stages of development gives needed flexibility and possibility to act according the situation.
Delayed Decision Making
Building structure around function silos and skills forces you to increase additional layers of coordination or start more projects which automatically leads to more communication points and less efficiency. additionally temporary nature of projects breaks ownership mindset. Organising around value forces you to:
- think long term as there is no end, but continuous value delivery
- focus on relevant problems, especially if options are given to others and they can abandon your service
- build in ownership and quality as things will not be passed to someone else
What other constraints you face? Do you find these common?