Happy and proud to be among great people of agile community. It will definitely encourage me to continue sharing my ideas and thoughts about how to organize work in a company to keep Agile mindset even when you grow from 20 to 600.
Simple conclusion that i came up for myself – it works! And it is the best way to grow up to an organisation to a scale of 600 people at least. Reasons behind are simple – it allows you to scale fast naturally and have built-in flexibility in the structure to a constant change. Obviously there are challenges which you have to overcome.
TOP 7 Challenges
Flexible structure is not possible if you want to keep technical foundation monolithic. Devops and Service Oriented Architecture is a must use practices otherwise organisation will not be able to adjust to changing business demand fast enough
Easy to fallback to local optimizations and thinking that structure is something permanent
POD Leads and Keepers start to maintain status quo rather than to advocate the change as structure must be adjusted according new findings, growing number of people, speed of delivery and many other things that pop up during the journey
Extreme sense of ownership can lead to certain local optimizations instead of seeking global improvement
It’s very important to define common artefacts for PODs as soon as possible so everybody knows what to expect and how to work. You can start from something simple first and grow it naturally according the needs
Pod sponsor role is extremely critical in order to achieve alignment and solve challenges outside the scope of the POD or priority conflicts
Especially for service pods which are often understaffed and business value is indirect, but high expectations are formed by the community
Pod sponsor is an important contributor to network orchestration
Transparency is key, especially regarding speed of delivery and commitments
Experience shows that approaches that worked for Scale A will not work for Scale B and you need to change practices you apply, way to organise work, communicate and etc.
You might say it’s obvious, but somehow everybody still tends to stick to what they know and do not challenge themselves.
The need for a change as you grow pretty well described in the video –
Successful guys also confirm that to get from point A to point B you need to start preparing for a shift. The better you prepare and understand this more successful you are.
Following things must change in order to succeed as you grow:
– how you work with people: generalists vs specialists, on-boarding
– how you work with product: market fit, competitors, ..
– how you approach technical platform: from monolith to micro-services
– how you find balance between adaptation and excellence in operations and tech
And one thing remains constant – innovation. i understand this in a way that you always have to experiment to find best ways to tackle the challenge in your context as there are no such things as right and wrong.
“Where simplifications fail, causing most damage, is when something nonlinear is simplified with the linear as a substitute.” (from the book – http://www.amazon.com/Antifragile-Things-That-Disorder-Incerto/dp/0812979680)
That’s why project management, scientific management, planning 5 years ahead and similar things should be used as a tool at maximum, not way of thinking. Thinking should be based on principles (e.g. 12 principles of new organization), which are reviewed based on the current context.
Stumbled upon couple of terms related to negotiations. Adding to my good stuff library and sharing it with you.
IMHO, very interesting concepts which can help to keep discussions constructive and encourage to for win/win situation.
I. Find common ground and red lines
“Indaba” (pronounced IN-DAR-BAH), and is used to simplify discussions between many parties.
An indaba is designed to allow every party to voice its opinion, but still arrive at a consensus quickly. It works because opinions and arguments can only be aired in a particular way:
Instead of repeating stated positions, each party is encouraged to speak personally and state their “red lines,” which are thresholds that they don’t want to cross.
But while telling others their hard limits, they are also asked to provide solutions to find a common ground.
II. Everyone must understand value of the agreement if consequences if it’s not reached.
“Nbatana” stands for “next best alternative to a negotiated agreement”. This means that everybody should be aware of what they will be left with if no agreement is reached; this helps them to understand the value of agreement, and correspondingly how much it is worth compromising before reaching the point where agreement costs you more than not reaching agreement.
p.s. if you know more these kind of hints please share them, would love to explore more on the topic as didn’t find anything more about this easily