Proof from
the field.

FROM THE BOOK · 10X ORG, CHAPTER “MAP”

Roland was approached by a Dutch scale-up in electric-vehicle charging facing increasing time-to-market and missed innovation opportunities. The organization chose Org Topologies over other consulting proposals precisely because of its agnostic, systemic approach—rather than a predefined framework rollout.

What made this consulting case challenging for Roland was that the leaders had already designed and agreed on a target operating model and were now looking for a consultant to support the adoption phase.

Roland decided to start with a mapping workshop. As shown in the status quo mapping below, the teams were located in the lower-left quadrant—Doing. Roland learned that they were organized around narrow product parts and modules, working largely in isolation and tied together through heavy inter-team dependencies.

From a local perspective, each team appeared efficient. From a systems perspective, the structure made it difficult to achieve the business’s required capabilities: fast time-to-value and sustained innovation. What emerged was a Resource Topology.

Rather than adopting a target model that failed to address the core issues, the decision was made to focus on understanding the system’s fundamental constraints. That shared insight became the foundation for a more systemic change and later supported the move toward a team-of-teams structure across Product R&D—an Adaptive Topology.