Knowledge
Tag: Organizational Design
Ron Westrum's 2004 paper classifying organizational cultures as Pathological, Bureaucratic, or Generative based on information flow.
Agility is a measure of a system's ability to respond to and leverage change. This workshop introduces leaders to essential tools in designing a process that will allow for this goal.
The total mental effort required for a team to operate effectively, treated as a hard constraint on team size and scope.
The four fundamental team types in Team Topologies — Stream-aligned, Platform, Enabling, and Complicated Subsystem.
Applying Team Topologies patterns recursively at different organizational scales.
Melvin Conway's 1968 paper observing that system designs mirror organizational communication structures.
Deliberately reshaping team structure to produce a desired system architecture.
Map your current team structures, design a future-state organization that optimizes flow and collaboration, and build a change plan for getting there incrementally.
Our light organizational hierarchy model that we use to target groups by decisions,
Detailed guidance for maturing a platform from an idea into a product.
Teams are slow, siloed, or stepping on each other, and coordination is eating the day.
A team's explicit definition of how it communicates, onboards consumers, and operates — going well beyond technical interfaces.
The foundational book on team structure patterns for fast flow of change.
Teams, not individuals, are the fundamental unit of delivery. Organizing around team performance produces better outcomes than optimizing for individual contributors.
The three deliberate ways teams interact in Team Topologies — Collaboration, X-as-a-Service, and Facilitating.
The end-to-end sequence of activities that delivers value from customer need to customer outcome.
A model classifying organizational cultures as Pathological, Bureaucratic, or Generative based on how they handle information.