Elevating
Katas.

Jay Galbraiths Star Model™ lærer os, at en organisation ikke blot er sit organisationsdiagram eller summen af sine politikker, men et system af indbyrdes forbundne designvalg, som skal træffes bevidst og holdes i takt.

Stjernen har fem elementer: de designkriterier, der udledes af strategien, struktur, processer, belønninger og mennesker. Når de er afstemt og understøtter hinanden, bliver præstationen mere pålidelig og mindre tilfældig.

Ændrer du kun ét, trækker de andre tilbage. Et selskab, der indfører Scrum som et procestillæg, mens ansættelser, belønninger og struktur forbliver, som de var, får det forudsigelige resultat: »Agile er dødt.« Katas virker på alle fem elementer, så forandringen bliver systemisk.

“Folk opfører sig efter, hvordan de bliver målt, organiseret og belønnet.”

1. 1 StrategiRetning og mål

   Designkriterier for organisationen: De outcomes, organisationen er designet til at opnå, udledes af strategien og bruges som målestok for alle designvalg.

   1. 1.1 Udvid produktdefinitionen8 cases

      Udvid bevidst, hvad organisationen anser for »produktet«, så teams orienterer sig efter reelle kundeoutcomes frem for snævre komponenter eller opgaver.

      • AnvendtMultipleCase Studies: Org Topologies in Action

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

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

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

        Note fra 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.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • ForeslåetEnergyVUCA-Energy

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

      • ForeslåetEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • ForeslåetAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Note fra 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 Flyt produktejerskabet tilbage til strategi og outcomes18 cases

      Placér produktejerskabet dér, hvor strategisk intention og værdi mødes, med ansvar for outcomes frem for koordinering af leverancer på teamniveau. Det kræver, at man undgår lokalt produktejerskab i de enkelte teams og indfører fælles eller samlede strukturer for produktejerskab.

      • AnvendtHealth 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.

      • AnvendtHigh-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.

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

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

      • AnvendtE-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.

      • AnvendtInsuranceRebuilding for Speed and Adaptiveness

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

      • AnvendtEnergyFrom 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.

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

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

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

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

      • AnvendtIndustrial 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.

        Note fra 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.

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

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

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

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

        Note fra 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.

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

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

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

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

      • ForeslåetAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • ForeslåetEnergyVUCA-Energy

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

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

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

      • ForeslåetAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • ForeslåetBankingCase 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 Indfør en strategisk, outcome-baseret backlog3 cases

      Skift backlogpunkter fra outputtilsagn til eksplicitte outcome-hypoteser, så læring og effekt bliver synlige i den daglige prioritering. I serviceorganisationer: indfør servicekøer, der er formuleret efter kundens outcomes, ikke efter typer af henvendelser.

      • AnvendtHigh-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.

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

        Backlog reframed around adoption and impact.

      • AnvendtBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Slå produktbacklogs sammen12 cases

      Reducér fragmenteringen ved at samle konkurrerende backlogs i færre fælles, så der tvinges en reel prioritering på det niveau, hvor værdien skabes.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • AnvendtInsuranceRebuilding for Speed and Adaptiveness

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

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Note fra 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.

      • AnvendtSaaSCase 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.

      • AnvendtBankingCase 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.

      • ForeslåetHealth 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.

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

        Listed as a potential future kata.

      • ForeslåetAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Organisér omkring produkter, ikke projekter2 cases

      Erstat midlertidige projektudsnit med langvarigt ejerskab af produkter, så læring og ansvar bevares over tid.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Minimér afstanden til kunderne9 cases

      Skab jævn, direkte kontakt mellem teams og kunder, så beslutninger bygger på virkeligheden frem for antagelser eller stedfortrædere.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • AnvendtDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Note fra 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.

      • ForeslåetAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • ForeslåetEnergyVUCA-Energy

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

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

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

      • ForeslåetAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Note fra 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 StrukturMagt, autoritet, organisation

   Hvordan magt og autoritet er fordelt: roller, enheder, rapporteringslinjer og den grundlæggende arkitektur for, hvem der rapporterer til hvem.

   1. 2.1 Udvid enheder mod end-to-end-ejerskab af outcomes23 cases

      Udvid teamenes mandater, så de kan føre arbejdet fra intention til realiseret værdi. I praksis afslører det ofte et behov for at forenkle organisationen ved at fjerne særskilte enheder, der »forbereder« eller »færdiggør« arbejde, hvilket giver et mere sammenhængende og adaptivt organisationsdesign.

      • AnvendtE-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.

      • AnvendtHigh-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.

      • AnvendtEnergyVUCA-Energy

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

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

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

      • AnvendtMultipleCase Studies: Org Topologies in Action

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

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • AnvendtMultipleStudying 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.

      • AnvendtIndustrial 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.

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

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

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

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

        Note fra 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.

      • AnvendtDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Note fra 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.

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

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

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

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

      • AnvendtBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • AnvendtBankingCase 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.

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

        Listed as a long-term strategy.

      • ForeslåetAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • ForeslåetBanking[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.

      • ForeslåetInitiate 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%.

      • ForeslåetAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Note fra 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.

      • ForeslåetBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Dan et team af teams13 cases

      Skab en let struktur, hvor teams stemmer af efter fælles mål, men bevarer autonomi i udførelsen.

      • AnvendtHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • AnvendtInsuranceRebuilding for Speed and Adaptiveness

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

      • AnvendtEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

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

      • AnvendtPublic 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.

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

        Seven coupled teams merged into one collective.

      • ForeslåetAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Note fra 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.

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

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

   3. 2.3 Bevæg dig mod tværfunktionel linjeledelse af flere teams1 case

      Flyt ledelsens fokus fra enkelte teams til værdiområder med flere teams, så koordination og læring kan ske på tværs af grænser.

      • AnvendtBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Gentænk lederrollen omkring evneopbygning og systemansvar3 cases

      Flyt lederne væk fra at give instruktioner og hen mod at udvikle mennesker og udvide mandater — at opbygge de evner og den dømmekraft, der skal til for bredere end-to-end-ejerskab, mens de passer på det system, der omgiver arbejdet.

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

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

      • AnvendtIndustrial 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.

      • ForeslåetBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Gør det muligt for teams at designe sig selv4 cases

      Giv teams mulighed for at redesigne deres egen sammensætning og grænser inden for klare strategiske rammer og mandatrammer, så ejerskab og fit for purpose øges.

      • AnvendtEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Decentralisér tværgående hensyn gennem communities4 cases

      Decentralisér ejerskabet af tværgående hensyn (som arkitekturretningslinjer, standarder og politikker) ved at lade selvorganiserende communities udvikle praksis i fællesskab, så afhængigheden af central koordination mindskes.

      • AnvendtE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • ForeslåetEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Del ejerskab på tværs af teams12 cases

      Udvid de tekniske ejerskabsgrænser, så teams kan forbedre og rette fejl uden at vente på specialister eller gatekeepere. I softwareudvikling betyder det, at teamene må arbejde i hele kodebasen. I serviceorganisationer: delt ejerskab af processer, politikker eller sagsbehandling.

      • AnvendtE-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.

      • AnvendtEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • AnvendtPublic 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.

      • AnvendtMultipleCase Studies: Org Topologies in Action

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

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • AnvendtIndustrial 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.

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

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

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

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

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

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

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

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

      • ForeslåetDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProcesserInformations- og beslutningsflow

   Hvordan arbejde og information flyder: styringsrutiner, planlægnings- og budgetcyklusser og beslutningsprocesser.

   1. 3.1 Udvid og del Definition of Done på tværs af teams12 cases

      Udvid løbende Definition of Done, så den omfatter reel færdighed og kvalitet, og skjult arbejde, overleveringer og sene overraskelser mindskes.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • AnvendtEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • AnvendtDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • ForeslåetAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Note fra 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 Del den samme kadence på tværs af teams4 cases

      Skab gennemsigtighed i at udføre og inspicere arbejdet i en fælles rytme for planlægning, review og læring.

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

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

      • AnvendtInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • AnvendtPublic 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 Meld dig frivilligt til arbejde5 cases

      Giv enkeltpersoner og teams mulighed for at trække arbejde derhen, hvor værdien er størst, i stedet for at være afhængige af forudbestemte opgaver. Denne kata øger organisationens fleksibilitet og det fælles ejerskab og kan gennemføres med bevidste selvvalgsmekanismer (fx sessioner i Open Space-stil).

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

        Teams choose which backlog items to take in Sprint Planning.

      • AnvendtEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • ForeslåetSaaSCase-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 Hold refinement af produktbacklog på tværs af teams9 cases

      Saml flere teams jævnligt for at opbygge en fælles forståelse af det kommende arbejde, risici og koordination, før arbejdet udføres.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Note fra 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.

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

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

      • ForeslåetAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Hold reviews på produktniveau4 cases

      Inspicér integrerede produktoutcomes frem for isolerede teamoutputs, så læringen bliver på det rette niveau. I serviceorganisationer: review af end-to-end-serviceoutcomes, ikke afdelingsmålinger. Denne kata realiseres ofte i formater som Sprint Review Bazaars, hvor interessenter og kunder aktivt udforsker fungerende løsninger og giver direkte feedback i stedet for passivt at modtage præsentationer.

      • AnvendtE-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.

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

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

      • AnvendtBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Skær arbejdet lodret3 cases

      Øv dig i at dele arbejdet i end-to-end-inkrementer, der giver læring og værdi og ikke blot delvis fremdrift.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Integrér løbende arbejdet på tværs af teams

      Reducér integrationsrisiko og forsinkelser ved at integrere arbejdet løbende på tværs af alle bidragende teams og agenter, i stedet for at samle det i bunker og afstemme det sent. I softwaresammenhæng realiseres det typisk med praksisser som trunk-based development, monorepos og continuous integration som praksis (ikke som værktøj).

      Ingen udgivet case nævner denne kata endnu.

   8. 3.8 Brug Obeya til udviklingen af org topologien5 cases

      Brug et fælles beslutningsrum til at forbinde strategi, evidens og organisationsdesignets begrænsninger, så topologien udvikles bevidst i stedet for blot at følge leverancerne.

      • AnvendtProfessional 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.

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

        Note fra 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.

      • AnvendtBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • ForeslåetAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Note fra 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 Brug Evidence-Based Management (EBM) til at opbygge evner5 cases

      Brug en lille mængde meningsfulde målinger i jævnlige reviews til at styre læring og forbedring, i stedet for at styre efter mål.

      • AnvendtInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • AnvendtDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Note fra 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.

      • Foreslået[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.

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

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

4. 4 BelønningIncitamenter og motivation

   Hvordan mennesker motiveres og styres: løn, forfremmelser, anerkendelse og andre formelle og uformelle incitamenter.

   1. 4.1 Tone individuelle præstationsincitamenter ned

      Reducér incitamentsstrukturer, der driver lokal optimering på bekostning af systemets ydeevne.

      Ingen udgivet case nævner denne kata endnu.

   2. 4.2 Design karriereveje med medvind6 cases

      Skab karrieresystemer, der belønner evneudvikling og multi-learning og understøtter medarbejdernes bidrag til værdifulde outcomes.

      • AnvendtInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Note fra 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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Indfør Beyond Budgeting

      Løsn de stive rammer for den årlige planlægning, så ressourcer kan flytte sig, efterhånden som læring og prioriteter ændrer sig.

      Ingen udgivet case nævner denne kata endnu.

5. 5 MenneskerKompetencer, mindset, evner

   De kompetencer, mindsets og kapaciteter, der er brug for: hvordan organisationen rekrutterer, udvikler og vokser sine medarbejdere, så de matcher dens strategiske behov.

   1. 5.1 Indbyg (AI-understøttet) multi-learning i det daglige arbejde2 cases

      Brug AI til at sænke prisen for at lære nye kompetencer, mens man leverer, så det udvides, hvad teams ansvarligt kan tage på sig.

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

        Note fra 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.

      • ForeslåetInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Brug synkront teamarbejde til at udvide evner og ejerskab11 cases

      Brug parprogrammering, mobbing og andre former for ægte synkront arbejde på tværs af roller, teams og funktioner til bevidst at vokse kompetencer og mindske afhængigheden af specialister eller overleveringer.

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

        Planned pairing and mobbing across business and IT.

      • AnvendtEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • AnvendtIndustrial 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.

        Note fra 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.

        Note fra 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.

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

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

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

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

      • AnvendtDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • ForeslåetHealth 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).

      • ForeslåetInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • ForeslåetAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Note fra 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.

      • ForeslåetSaaSCase 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.

Elementdefinitionerne er citeret fra 10X ORG, som også rummer hele Katalog.

applied proposed or planned Strategi Struktur Processer Belønning Mennesker