Elevating
Katas.

Star Model™ Jaye Galbraitha učí, že organizace není jen svůj organigram ani součet svých pravidel, ale systém propojených rozhodnutí o designu, která se musí činit záměrně a udržovat v souladu.

Hvězdu tvoří pět prvků: kritéria designu organizace odvozená ze strategie, struktura, procesy, odměny a lidé. Když jsou sladěné a vzájemně se posilují, je výkon spolehlivější a méně nahodilý.

Změníte-li jen jeden, ostatní vás stáhnou zpět. Firma, která zavede Scrum jako procesní doplněk, zatímco nábor, odměny a struktura zůstanou, jaké byly, dostane předvídatelný výsledek: „Agile je mrtvé.“ Katas působí na všech pět prvků, takže změna je systémová.

“Lidé se chovají podle toho, jak jsou měřeni, organizováni a odměňováni.”

1. 1 StrategieSměr a cíle

   Kritéria designu organizace: Výsledky, kterých má organizace dosahovat, se odvozují ze strategie a slouží jako měřítko všech rozhodnutí o designu.

   1. 1.1 Rozšíření definice produktu8 případů

      Záměrně rozšiřte to, co organizace považuje za „produkt“, aby se týmy orientovaly na skutečné zákaznické outcomes, a ne na úzké komponenty či úkoly.

      • PoužitoMultipleCase Studies: Org Topologies in Action

        Poster aimed for whole-product orientation instead of component focus.

      • PoužitoFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Teams moved from owning components to a whole-product view.

        Poznámka od Alexey Krivitsky, 2024-12: Adopting a Whole-Product Perspective: Repeatedly mapping and reevaluating team scopes from isolated components toward broader product domains. Over time, this sustained focus on holistic ownership helps teams better understand end-to-end customer needs, reducing fragmentation and dependency.

      • PoužitoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        Single-team value areas were dropped; all teams work on the whole product.

      • NavrženoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Planned for months 4-6 of the 2026 roadmap.

      • NavrženoEnergyVUCA-Energy

        Long-term vision widens the product to all departments with a shared vision.

      • NavrženoEnergyFrom Renting Resources to Driving Strategy: A Shift Toward Business-Oriented R&D

        Broader product thinking is part of the desired state, not yet confirmed as done.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Named in the text as part of the elevation.

      • NavrženoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned customer-journey roadmap; fit to kata is loose.

        Poznámka od Alexey Krivitsky, 2024-12: Roadmap Based on Customer Journeys: Routinely aligning development efforts with end-to-end customer experiences. By iteratively refining a customer-centric roadmap, teams continuously close gaps between business goals and technical execution.

   2. 1.2 Přesunutí vlastnictví produktu ke strategii a outcomes18 případů

      Umístěte vlastnictví produktu tam, kde se potkává strategický záměr s hodnotou, s odpovědností za outcomes, ne za koordinaci dodávek na úrovni týmu. To vyžaduje vyhnout se lokálnímu vlastnictví produktu na úrovni týmu a zavést sdílené nebo jednotné struktury vlastnictví produktu.

      • PoužitoHealth techFrom domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure

        GM owns vision, strategy and commercial outcomes per big bet, not delivery coordination.

      • PoužitoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned shift of the PO from tasking to goal-setting.

      • PoužitoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Product ownership elevated and POs trained; feature owner role also recommended.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        One PO decides priorities; product managers became subject-matter experts without own backlogs.

      • PoužitoInsuranceRebuilding for Speed and Adaptiveness

        Product ownership moved to value-stream and overall level; team output owners avoided.

      • PoužitoEnergyFrom Renting Resources to Driving Strategy: A Shift Toward Business-Oriented R&D

        Move to one product owner for the product, creating friction in prioritization and mandate.

      • PoužitoSaaSHow Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)

        Product owner moved from backlog management to steering investment across areas.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        One Product Owner per area replaced team-level product managers.

      • PoužitoIndustrial R&DCase Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)

        Heads of R&D lines moved to prioritization and stakeholder management.

        Poznámka od Alexey Krivitsky, 2024-12: Head of R&D Lines Transitioning Toward Product Ownership: Rather than top-down control, Heads of R&D lines repeatedly practiced delegating responsibilities and focusing on stakeholder management and strategic prioritization. This shift, repeated and refined over multiple cycles, helped the organization progressively align leadership roles with Agile principles, reinforcing a more responsive and value-oriented governance structure.

      • PoužitoDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Un seul PO porte la connaissance client de l'unité.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        PO shifted from day-to-day coordination to stakeholders and outcomes.

        Poznámka od Alexey Krivitsky, 2024-12: Unifying Product Ownership: Moving from individual team-based product owners to a more unified product ownership structure. This elevates product strategy and ensures that the product vision is collectively understood, prioritized, and managed. Instead of each team interpreting the product direction in isolation, a unified product ownership model helps maintain strategic coherence and alignment across the entire product landscape.

      • PoužitoFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Recognized holistic product ownership; evidence is awareness, not a clear structural change.

      • PoužitoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        One Product Owner orders the whole-product backlog instead of team-level POs.

      • NavrženoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Product Manager and Product Owner shift to outcome framing and shared prioritization.

      • NavrženoEnergyVUCA-Energy

        Future vision replaces per-team product persons with one accountable PO.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Fewer POs aligned to strategic markets; product managers lose priority authority.

      • NavrženoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned step 3: CPO anchors product direction; business and tech programs joined.

      • NavrženoBankingCase Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank

        Proposed single HR backlog owned by the director; HR managers chose separate backlogs instead.

   3. 1.3 Zavedení strategického backlogu založeného na outcomes3 případů

      Posuňte položky backlogu od závazků na výstupy k explicitním hypotézám o outcomes, aby bylo učení a dopad vidět v každodenní prioritizaci. V organizacích služeb: zavedení front služeb pojatých podle outcomes klientů, ne podle typů požadavků.

      • PoužitoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned move from team-level feature lists to measurable outcomes.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Backlog reframed around adoption and impact.

      • PoužitoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Sloučení produktových backlogů12 případů

      Omezte roztříštěnost sloučením konkurenčních backlogů do menšího počtu sdílených, aby se skutečně prioritizovalo na úrovni, kde hodnota vzniká.

      • PoužitoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Three directions' backlogs consolidated into shared backlogs.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        All managers' separate backlogs merged into one Product Backlog.

      • PoužitoInsuranceRebuilding for Speed and Adaptiveness

        Hierarchy of backlogs with reporting across levels; most work still on team backlogs, merge planned.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Poznámka od Alexey Krivitsky, 2024-12: Merging Product Backlogs: Instead of multiple, disconnected backlogs, the organization merges them into a single, shared backlog. This structure forces transparency, reduces competing priorities, and keeps all teams focused on the same highest-value opportunities. Similar to the “Merge Product Backlogs” kata, this elevates the entire organization’s workflow by ensuring that work items are consistently prioritized at a product (rather than team) level.

      • PoužitoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        Team-level backlogs were replaced by one common product backlog for all feature teams.

      • PoužitoBankingCase Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank

        Task-level team backlogs replaced by one product owner and one backlog across several teams.

      • NavrženoHealth techFrom domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure

        Single ranked priority list per big bet named as the structural fix.

      • NavrženoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Listed as a potential future kata.

      • NavrženoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        One unified backlog per value stream instead of separate Product, Design, Engineering and Infra backlogs.

      • NavrženoPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

        Recommended next step; one backlog per team still existed.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Each team-of-teams works from one backlog.

   5. 1.5 Organizace kolem produktů, ne projektů2 případů

      Nahraďte dočasné projektové řezy dlouhodobým vlastnictvím produktů, aby se v čase zachovalo učení a odpovědnost.

      • PoužitoSaaSHow Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)

        Long-lived stable teams as the core organizational unit.

      • PoužitoMultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

        Units are formed around product lines, not projects.

   6. 1.6 Zkrácení vzdálenosti k zákazníkům9 případů

      Vytvořte pravidelný, přímý kontakt mezi týmy a zákazníky, aby se rozhodovalo podle reality, a ne podle domněnek či zástupných ukazatelů.

      • PoužitoMultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

        Micro-enterprises and Bayer's squads work directly with users instead of through layers.

      • PoužitoDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Stated aim; pursued via outward-facing PO and goal metrics.

      • PoužitoDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

      • PoužitoFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Forgotten-PW team talked directly to customers.

        Poznámka od Alexey Krivitsky, 2024-12: Increasing Direct Customer Interaction: Embedding routines where teams regularly engage with customers or user feedback. Over time, these habitual feedback loops guide more precise product choices, strengthen customer alignment, and improve the speed and relevance of delivered solutions.

      • NavrženoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • NavrženoEnergyVUCA-Energy

        Engineers to work directly on real customer problems rather than receive handed-over stories.

      • NavrženoEnergyFrom Renting Resources to Driving Strategy: A Shift Toward Business-Oriented R&D

        Teams working directly with customers is part of the target vision.

      • NavrženoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Poznámka od Alexey Krivitsky, 2024-12: Pilot End-User Integration: Regularly involving actual users or domain experts directly within teams. Over time, this deepens customer empathy, guides product decisions, and ensures solutions better match real-world needs.

2. 2 StrukturaMoc, autorita, organizace

   Jak jsou rozdělené moc a autorita: role, jednotky, linie podřízenosti a základní architektura toho, kdo komu podléhá.

   1. 2.1 Rozšiřování jednotek k end-to-end vlastnictví outcomes23 případů

      Rozšiřte mandáty týmů, aby mohly dokončit práci od záměru po realizovanou hodnotu. V praxi to často odhalí potřebu zjednodušit organizaci odstraněním samostatných jednotek odpovědných za „přípravu“ nebo „dokončování“ práce, což vede k soudržnějšímu a adaptivnějšímu designu organizace.

      • PoužitoE-commerceDescriptive Study of an e-retail Transformation Program Organization

        Front-end and integration people moved into Content, Order and Payment teams, making them cross-functional.

      • PoužitoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Target: PART-3 teams that include business staff and Ops.

      • PoužitoEnergyVUCA-Energy

        Developers freed from fixed sales channels to deliver end-to-end wherever needed.

      • PoužitoPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

        Release and acceptance units folded into teams; implementation stayed separate for now.

      • PoužitoMultipleCase Studies: Org Topologies in Action

        De Volksbank hubs combine business, IT and operations under one outcome responsibility.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • PoužitoMultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

        Haier's micro-enterprises own a whole product line, from R&D to service, as their own profit-and-loss center.

      • PoužitoIndustrial R&DCase Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)

        R&D lines became complete end-to-end teams.

      • PoužitoDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Analystes, testeurs, développeurs et prestataire fusionnés en une équipe.

      • PoužitoBankingExperience Report: Towards Business-Oriented Org Design at Raiffeisen Bank

        Eleven speedboat teams took end-to-end ownership of features.

        Poznámka od Alexey Krivitsky, 2024-12: Introducing “SpeedBoat” End-to-End Teams: Instead of building teams around technical domains or components, the organization starts to form “SpeedBoat” teams capable of delivering customer-facing features end-to-end. This repeated approach of creating and refining multi-component, customer-focused teams works as a kata: each newly formed SpeedBoat team reinforces the pattern of aligning delivery structures with value streams, reduces dependencies, and cultivates adaptability.

      • PoužitoDigital servicesBusiness Agility with Org Topologies and Kanban

        BA, QA and developers merged; external dev force joined the team.

        Poznámka od Alexey Krivitsky, 2024-12: Forming Cross-Functional, Customer-Oriented Teams: Transitioning from separate specialist units (BAs, QA, Dev) to more integrated teams capable of handling end-to-end work. Repeatedly merging previously siloed roles encourages shared understanding, reduces handoffs, and aligns everyone around a common goal—improving flow and predictability.

      • PoužitoFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Forgotten-PW team's mandate broadened to a product part.

      • PoužitoR&DCase Study: from Component Teams to Team Topologies to FaST Agile

        Component teams became stream-aligned teams shipping features end-to-end.

      • PoužitoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Teams added developers and took over product duties from the brands.

      • PoužitoBankingCase Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank

        IT component teams merged with business specialists into cross-functional teams.

      • NavrženoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Listed as a long-term strategy.

      • NavrženoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Move teams from CAPS to PART-3 with end-to-end ownership, starting with self-onboarding.

      • NavrženoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Design and analytics, still outside teams, named as the next step.

      • Navrženo[Français] Initier l’alignement de son organisation et de sa stratégie avec Org Topologies™

        Hypothetical merge of analysis, development and production into one team.

      • NavrženoBanking[Français] Cartographie d'un groupe d'équipes avec OrgTopologies

        Broader scope of responsibility and autonomy was the stated direction; Ops team to be split up.

      • NavrženoInitiate the alignment of your organization and strategy with Org Topologies™

        Analysis and production skills merged into one team (illustrative case); time-to-market fell 20%.

      • NavrženoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned step 2: fold separate spec, test, sim and architect units into teams.

        Poznámka od Alexey Krivitsky, 2024-12: Integrating Cross-Functional Expertise Into Teams: Incrementally merging roles (e.g., spec, test, architect) into development teams. Repeated application of this practice eliminates external dependencies, improves flow, and enhances adaptability to changing requirements.

      • NavrženoBankingFacilitating a Mapping Workshop with Org Topologies™

        Participants proposed grouping BA, programmers and Ops into multi-functional teams with broader responsibility.

   2. 2.2 Vytvoření týmu týmů13 případů

      Vytvořte lehkou strukturu, v níž se týmy sladí kolem společných cílů, ale v realizaci si zachovají autonomii.

      • PoužitoHealth techFrom domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure

        Virtual core team aligns several domain teams around one initiative while they keep autonomy.

      • PoužitoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Target: three partial-solution teams coordinating themselves.

      • PoužitoInsuranceRebuilding for Speed and Adaptiveness

        Teams grouped under two value streams, later shown as a team-of-teams.

      • PoužitoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

      • PoužitoSaaSHow Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)

        Teams grouped into customer-focused requirement areas within one product.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        Each product area works as a team of cross-functional teams.

      • PoužitoPublic sectorAnalyzing The Transformation Of A SAP Group At A Large Public Authority (Deloitte)

        Teams were grouped into three release trains, a team-of-teams structure.

      • PoužitoR&DCase Study: from Component Teams to Team Topologies to FaST Agile

        Seven coupled teams merged into one collective.

      • NavrženoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Onboarding, Buying and Selling teams-of-teams with product, design and delivery roles.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Design target: two end-to-end teams-of-teams.

      • NavrženoBanking[Français] Cartographie d'un groupe d'équipes avec OrgTopologies

        Workshop sketched grouping three teams, three times, into multi-functional teams of teams.

      • NavrženoBankingExperience Report: Towards Business-Oriented Org Design at Raiffeisen Bank

        Tribes group speedboat teams per business area, rolled out one by one.

        Poznámka od Alexey Krivitsky, 2024-12: Transitioning to Business-Oriented Tribes: Moving from domain-based units towards Tribes organized around clear business areas, each with end-to-end responsibility, represents another kata. As the organization repeatedly applies this structural shift, each Tribe formation and refinement cycle solidifies a focus on customer outcomes. Over time, this recurring pattern continuously elevates the organizational design toward greater clarity, accountability, and responsiveness to changing priorities.

      • NavrženoSaaSCase-Study: Loglass Using Org Topologies to Set Target Org Design

        Target is B-level teams of teams, via FAST collectives.

   3. 2.3 Přechod k multifunkčnímu liniovému řízení více týmů1 case

      Přesuňte pozornost managementu z jednotlivých týmů na oblasti hodnoty zahrnující více týmů, což umožní koordinaci a učení napříč hranicemi.

      • PoužitoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Nové pojetí role manažera: budování schopností a správcovství systému3 případů

      Posuňte manažery od vydávání pokynů k rozvoji lidí a rozšiřování mandátů — k rozvoji schopností a úsudku potřebných pro širší end-to-end vlastnictví — a zároveň ať pečují o systém, který práci obklopuje.

      • PoužitoMultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

        Middle management gives way to autonomous units supported by shared platforms.

      • PoužitoIndustrial R&DCase Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)

        The unit head shifted from controlling to delegating.

      • NavrženoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Umožnění samodesignu týmů4 případů

      Umožněte týmům předělávat vlastní složení a hranice v rámci jasných strategických a mandátových omezení, což posiluje vlastnictví a vhodnost pro daný účel.

      • PoužitoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        Teams took part in forming the new teams at the flip.

      • PoužitoR&DCase Study: from Component Teams to Team Topologies to FaST Agile

        The FaST Collective reshapes its own teams regularly.

      • NavrženoSaaSCase-Study: Loglass Using Org Topologies to Set Target Org Design

        FAST's Value Cycle is the planned self-organizing mechanism.

   6. 2.6 Decentralizace průřezových témat přes komunity4 případů

      Decentralizujte vlastnictví průřezových témat (jako jsou architektonické směrnice, standardy a pravidla) tím, že se samoorganizující komunity budou společně rozvíjet postupy, a snižte tak závislost na centralizované koordinaci.

      • PoužitoE-commerceDescriptive Study of an e-retail Transformation Program Organization

        Architecture partly moved into regional teams; communities of practice were also started per tech stack (doubtful fit).

      • NavrženoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Technical communities of practice recommended to spread knowledge.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Suggested enabler for shared components.

      • NavrženoEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Sdílení vlastnictví napříč týmy12 případů

      Rozšiřte hranice technického vlastnictví, aby týmy mohly zlepšovat a opravovat věci, aniž by čekaly na specialisty či strážce bran. Ve vývoji softwaru to znamená dovolit týmům pracovat v celé kódové bázi. V organizacích služeb: sdílení vlastnictví procesů, pravidel nebo řešení případů.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Specialist-owned areas opened so any team can work on any part of the product.

      • PoužitoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • PoužitoPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

        Developers asked to work in unfamiliar code and other departments' code; resisted by seniors.

      • PoužitoMultipleCase Studies: Org Topologies in Action

        Poster replaced component-oriented teams with feature teams (LeSS-inspired); thin evidence.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • PoužitoIndustrial R&DCase Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)

        Specialist knowledge and pairing spread to the R&D lines.

      • PoužitoFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Biometrical R&D team learned and built functionality previously owned by a platform team.

      • PoužitoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        All feature teams work across the whole product, not owned components.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Core of the case: shared skills and components across teams.

      • NavrženoBankingExperience Report: Towards Business-Oriented Org Design at Raiffeisen Bank

        Co-ownership of systems across teams is the stated long-term goal.

      • NavrženoDigital servicesBusiness Agility with Org Topologies and Kanban

        Aim to deploy without the infra-prod unit; loose fit.

      • NavrženoR&DExperience Report in which Steve introduces Marcus to Org Topologies™

        Suggested alternative to filing tickets against other teams.

3. 3 ProcesyToky informací a rozhodnutí

   Jak proudí práce a informace: rutiny řízení, cykly plánování a rozpočtování a rozhodovací procesy.

   1. 3.1 Rozšiřování a sdílení Definition of Done napříč týmy12 případů

      Průběžně rozšiřujte Definition of Done tak, aby zahrnovala skutečnou úplnost a kvalitu, a omezte skrytou práci, předávání a pozdní překvapení.

      • PoužitoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned DoD that covers operations.

      • PoužitoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        A shared Definition of Done was established across teams.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Team Definitions of Done unified, then raised through a shared improvement list.

      • PoužitoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

      • PoužitoPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

        Shared Definition of Done to integrate release and user acceptance teams horizontally.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        A shared, broader Definition of Done was set at the flip.

      • PoužitoDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        La fin du flux est repoussée jusqu'au retour d'usage.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        DoD workshops and visible undone work.

      • PoužitoDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

      • PoužitoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        A feature counts as done only after first customers use it.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Named in the text as part of the elevation.

      • NavrženoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Poznámka od Alexey Krivitsky, 2024-12: Unified Definition of Done (DoD): Regularly revisiting and refining a standardized DoD ensures consistency and quality. By embedding this kata, all teams continuously align on clear completion criteria, speeding delivery and improving handoffs.

   2. 3.2 Sdílení stejné kadence napříč týmy4 případů

      Vytvořte transparentnost při práci a její inspekci ve sdíleném rytmu plánování, review a učení.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        All teams plan together, share one sprint rhythm and align Sprint Goals.

      • PoužitoInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • PoužitoPublic sectorAnalyzing The Transformation Of A SAP Group At A Large Public Authority (Deloitte)

        All teams plan and review in the same Program Increment rhythm.

   3. 3.3 Dobrovolné přebírání práce5 případů

      Umožněte jednotlivcům a týmům brát si práci tam, kde je hodnota nejvyšší, místo spoléhání na předem dané přidělování. Tato kata zvyšuje flexibilitu organizace a sdílené vlastnictví a lze ji zavést záměrnými mechanismy sebevýběru (např. sezeními ve stylu Open Space).

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Teams choose which backlog items to take in Sprint Planning.

      • PoužitoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

      • PoužitoR&DCase Study: from Component Teams to Team Topologies to FaST Agile

        Open Space self-selection of work each FaST cycle.

      • PoužitoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        Teams pull items from the common backlog, including work that stretches their skills.

      • NavrženoSaaSCase-Study: Loglass Using Org Topologies to Set Target Org Design

        Open Space style self-selection is part of the planned FAST adoption.

   4. 3.4 Refinement produktového backlogu pro více týmů9 případů

      Pravidelně sdružujte více týmů, aby si před realizací vytvořily společné chápání nadcházející práce, rizik a koordinace.

      • PoužitoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned joint refinement across the three teams.

      • PoužitoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Teams began refining work together across teams.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Initial and regular multi-team refinement in mixed groups.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Poznámka od Alexey Krivitsky, 2024-12: Holding Multi-Team Product Backlog Refinement: Establishing regular, multi-team product backlog refinement events. During these sessions, all involved teams align their understanding of upcoming work, dependencies, and priorities. This structure ensures that each increment of work is clearly understood and synchronized, preventing silos and misalignments before development starts.

      • PoužitoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        Weekly refinement with feature teams, customers, support, designers and onboarding.

      • NavrženoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Refinement becomes a cross-functional activity, not only the Product Owner's.

      • NavrženoPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

        Recommended next step; each team still refined alone.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Review na úrovni produktu4 případů

      Prověřujte integrované outcomes produktu, ne izolované výstupy týmů, a držte učení na správné úrovni. V organizacích služeb: hodnocení end-to-end výsledků služby, ne metrik oddělení. Tato kata se často realizuje formáty jako Sprint Review Bazaars, kde stakeholdeři a zákazníci aktivně zkoumají funkční řešení a dávají přímou zpětnou vazbu místo pasivního sledování prezentací.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Teams demonstrate increments together in one Sprint Review led by the PO, replacing manager slide reports.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Sprint Reviews opened to stakeholders, later held on-site.

      • PoužitoBankingCase Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank

        HR started a joint Sprint Review across its teams after pulling work out of management meetings.

      • NavrženoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Listed as a potential future kata.

   6. 3.6 Vertikální řezání práce3 případů

      Cvičte dělení práce na end-to-end přírůstky, které přinášejí učení a hodnotu, a ne dílčí pokrok.

      • PoužitoE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Vertical slicing and decomposition workshops after large items failed to finish.

      • PoužitoDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Découpage en petits incréments livrables.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Story mapping used to slice valuable increments.

   7. 3.7 Průběžná integrace práce napříč týmy

      Snižte riziko a zpoždění při integraci tím, že práci integrujete průběžně napříč všemi přispívajícími týmy a agenty, místo abyste ji shromažďovali a slaďovali pozdě. V softwaru se to běžně realizuje postupy jako trunk-based development, monorepa a průběžná integrace jako praxe (ne nástroj).

      Zatím žádná zveřejněná případová studie tuto kata nezmiňuje.

   8. 3.8 Obeya pro vývoj org topologie5 případů

      Využijte sdílený prostor pro rozhodování, který propojí strategii, důkazy a omezení designu organizace, a umožní tak záměrný vývoj topologie, nikoli pouhé sledování dodávek.

      • PoužitoProfessional servicesCase Study: Implementing Obeya at Organization X. A retrospective-experience report with Org Topologies.

        Management group built an Obeya with strategy, performance, problems and plan-to-value walls.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Poznámka od Alexey Krivitsky, 2024-12: Using Obeya for Org Topology Evolution: While not explicitly called “Obeya,” the case study implies the use of dedicated forums or physical/virtual spaces where stakeholders (including product owners, coaches, and team representatives) gather to review strategic metrics, progress indicators, and customer feedback. This structure leads to better-informed decisions and quicker action. Over time, these regular strategic gatherings elevate governance and leadership practices.

      • PoužitoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Obeya aligns teams in a hub; cross-hub use is still immature.

      • NavrženoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Obeya planned for the first horizon of 2026.

      • NavrženoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Poznámka od Alexey Krivitsky, 2024-12: Visual Management (Obeya Room): Consistently maintaining a visual, transparent workspace where teams track progress and highlight impediments. This continuous improvement routine builds shared understanding, faster decision-making, and quicker response to issues.

   9. 3.9 Evidence-Based Management (EBM) pro budování schopností5 případů

      Používejte malou sadu smysluplných měřítek v pravidelných review, která povedou učení a zlepšování, místo řízení podle cílů.

      • PoužitoInsuranceRebuilding for Speed and Adaptiveness

        Velocity, variation and queue-length metrics at team, capability and value-stream level guide org design.

      • PoužitoDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Temps de cycle, SLE et âge des éléments guident l'amélioration.

      • PoužitoDigital servicesBusiness Agility with Org Topologies and Kanban

        Cycle time, item age and SLE guided improvement; loose fit to EBM.

        Poznámka od Alexey Krivitsky, 2024-12: Data-Driven Continuous Improvement: Routinely measuring cycle time, variability, and throughput to guide improvements. Using product analytics, user feedback, and metrics-based decision-making becomes a kata—repeated cycles of gathering data, reflecting, and refining the approach. This ensures that changes aren’t based on guesswork but on evidence and measurable outcomes.

      • Navrženo[Français] Initier l’alignement de son organisation et de sa stratégie avec Org Topologies™

        EBM key value areas recommended to balance measures after the change.

      • NavrženoInitiate the alignment of your organization and strategy with Org Topologies™

        EBM key value areas recommended to balance indicators when measuring the change.

4. 4 OdměňováníPobídky a motivace

   Jak jsou lidé motivováni a usměrňováni: odměny, povýšení, uznání a další formální i neformální pobídky.

   1. 4.1 Upozadění individuálních pobídek za výkon

      Omezte systémy pobídek, které vedou k lokální optimalizaci na úkor výkonu celého systému.

      Zatím žádná zveřejněná případová studie tuto kata nezmiňuje.

   2. 4.2 Návrh kariérních cest s větrem v zádech6 případů

      Vytvořte kariérní systémy, které odměňují růst schopností a multi-learning a podporují přínos zaměstnanců k hodnotným outcomes.

      • PoužitoInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Poznámka od Alexey Krivitsky, 2024-12: Designing Tailwind Career Paths: Encouraging roles to evolve beyond traditional job titles or hierarchical tracks into more fluid, capability-driven pathways. Instead of fixed roles defined by narrow functions, individuals grow in breadth and depth of skill areas aligned with organizational goals. This provides a structure that consistently nudges people towards multi-skilled growth and adaptability.

      • NavrženoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Listed as a potential future kata.

      • NavrženoR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Development plans planned for horizon 3.

      • NavrženoPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

        Advised to align HR promotions with T-shaped skill growth.

   3. 4.3 Zavedení Beyond Budgeting

      Uvolněte rigidní omezení ročního plánování, aby se zdroje mohly přesouvat podle toho, jak se mění učení a priority.

      Zatím žádná zveřejněná případová studie tuto kata nezmiňuje.

5. 5 LidéDovednosti, mindset, schopnosti

   Dovednosti, mindset a kapacity, které jsou potřeba: jak organizace získává, rozvíjí a pěstuje lidi tak, aby odpovídali jejím strategickým potřebám.

   1. 5.1 Zakotvení multi-learningu (s pomocí AI) do každodenní práce2 případů

      Používejte AI ke snížení nákladů na učení nových dovedností při dodávání a rozšiřte tak to, co mohou týmy odpovědně převzít.

      • PoužitoFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Poznámka od Alexey Krivitsky, 2024-12: Expanding Multi-Learning Within Teams: Encouraging team members to continuously broaden their skill sets and product understanding. Repeatedly filling skill gaps and addressing recurring dependencies shifts teams from narrow specialization to more complete, customer-focused capabilities.

      • NavrženoInsuranceRebuilding for Speed and Adaptiveness

        Planned in second iteration to broaden Software Product Managers' skills.

   2. 5.2 Synchronní týmová práce k rozšíření schopností a vlastnictví11 případů

      Používejte párování, mobbing a další formy skutečné synchronní práce napříč rolemi, týmy a funkcemi, abyste záměrně rozvíjeli dovednosti a snížili závislost na specialistech či předávání.

      • PoužitoHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned pairing and mobbing across business and IT.

      • PoužitoEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • PoužitoIndustrial R&DCase Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)

        Swarming replaced one-researcher-per-initiative work.

        Poznámka od Alexey Krivitsky, 2024-12: Evolving from Individual Assignments to Collaborative “Swarming”: Teams moved from isolated, researcher-specific initiatives toward collective responsibility and collaboration. By regularly practicing “swarming”—where team members co-own tasks—R&D lines elevated teamwork, increased knowledge sharing, and reduced risk. Repeatedly applying this approach reinforced a culture of continuous improvement and adaptability.

        Poznámka od Alexey Krivitsky, 2024-12: Sharing Specialized Knowledge Across Teams: The Transversal Team began mentoring and pairing with R&D team members, transferring knowledge and reducing bottlenecks. This routine of pairing and skill-sharing evolved over time, establishing a kata for capability-building and enabling more resilient, multi-skilled teams.

      • PoužitoDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Binômes fonctionnel-technique et tests automatisés appris par les fonctionnels.

      • PoužitoHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Mobbing and pairing across front-end and back-end.

      • PoužitoDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • NavrženoHealth techFrom domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure

        Engineering to join discovery from day zero (loose fit).

      • NavrženoInsuranceRebuilding for Speed and Adaptiveness

        Planned travelling DBAs to work hands-on and build DBA skills in teams.

      • NavrženoHigh-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Suggested enabler for shared work.

      • NavrženoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Poznámka od Alexey Krivitsky, 2024-12: Peer Mentoring for Skill and Feature Knowledge: Establishing ongoing, internal mentorship routines that break down silos and elevate shared understanding. Over time, this fosters broader skill sets, enabling multi-skilled teams that more effectively deliver complex features.

      • NavrženoSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

        Named as the means to keep focus and ownership while working broadly; not confirmed as practised.

Definice prvků jsou citovány z 10X ORG, kde najdete také celý Katalog.

applied proposed or planned Strategie Struktura Procesy Odměňování Lidé