Elevating
Katas.

Jay Galbraiths Star Model™ lehrt, dass eine Organisation nicht nur ihr Organigramm oder die Summe ihrer Regeln ist, sondern ein System miteinander verbundener Gestaltungsentscheidungen, die bewusst getroffen und aufeinander abgestimmt werden müssen.

Fünf Elemente bilden den Stern: die aus der Strategie abgeleiteten Org-Design-Kriterien, Struktur, Prozesse, Belohnungen und Menschen. Sind sie aufeinander abgestimmt und stärken einander, wird Leistung verlässlicher und weniger zufällig.

Ändern Sie nur eines, ziehen die anderen zurück. Ein Unternehmen, das Scrum als Prozess-Add-on einführt, während Einstellung, Belohnung und Struktur bleiben, wie sie waren, erlebt das absehbare Ergebnis: „Agile ist tot.“ Die Katas wirken auf alle fünf Elemente, damit die Veränderung systemisch wird.

“Menschen verhalten sich danach, wie sie gemessen, organisiert und belohnt werden.”

1. 1 StrategieRichtung und Ziele

   Org-Design-Kriterien: Die Ergebnisse, die die Organisation erreichen soll, werden aus der Strategie abgeleitet und dienen als Maßstab für alle Gestaltungsentscheidungen.

   1. 1.1 Die Produktdefinition erweitern8 Fälle

      Bewusst ausweiten, was die Organisation als „das Produkt“ versteht, damit sich Teams an echten Kundenergebnissen orientieren statt an engen Komponenten oder Aufgaben.

      • AngewendetMultipleCase Studies: Org Topologies in Action

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

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

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

        Anmerkung von 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.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • VorgeschlagenEnergyVUCA-Energy

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

      • VorgeschlagenEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • VorgeschlagenAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Anmerkung von 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 Product Ownership auf Strategie und Outcomes ausrichten18 Fälle

      Product Ownership dort verankern, wo strategische Absicht und Wert zusammentreffen, mit Verantwortung für Outcomes statt für die Koordination der Lieferung auf Teamebene. Dazu gehört, lokale Product Ownership je Team zu vermeiden und gemeinsame oder einheitliche Product-Ownership-Strukturen einzuführen.

      • AngewendetHealth 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.

      • AngewendetHigh-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.

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

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

      • AngewendetE-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.

      • AngewendetInsuranceRebuilding for Speed and Adaptiveness

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

      • AngewendetEnergyFrom 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.

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

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

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

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

      • AngewendetIndustrial 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.

        Anmerkung von 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.

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

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

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

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

        Anmerkung von 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.

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

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

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

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

      • VorgeschlagenAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • VorgeschlagenEnergyVUCA-Energy

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

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

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

      • VorgeschlagenAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • VorgeschlagenBankingCase 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 Ein strategisches, outcome-basiertes Backlog einführen3 Fälle

      Backlog-Einträge von Output-Zusagen auf ausdrückliche Outcome-Hypothesen umstellen, sodass Lernen und Wirkung in der täglichen Priorisierung sichtbar werden. In Dienstleistungsorganisationen: Service-Warteschlangen an Kundenergebnissen ausrichten statt an Anfragetypen.

      • AngewendetHigh-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.

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

        Backlog reframed around adoption and impact.

      • AngewendetBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Product Backlogs zusammenführen12 Fälle

      Fragmentierung verringern, indem konkurrierende Backlogs zu wenigen gemeinsamen zusammengelegt werden, und so echte Priorisierung dort erzwingen, wo der Wert entsteht.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • AngewendetInsuranceRebuilding for Speed and Adaptiveness

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

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Anmerkung von 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.

      • AngewendetSaaSCase 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.

      • AngewendetBankingCase 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.

      • VorgeschlagenHealth 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.

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

        Listed as a potential future kata.

      • VorgeschlagenAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Um Produkte organisieren, nicht um Projekte2 Fälle

      Befristete Projektabschnitte durch langfristige Verantwortung für Produkte ersetzen und so Lernen und Verantwortlichkeit über die Zeit bewahren.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Die Distanz zu Kunden verringern9 Fälle

      Regelmäßigen, direkten Kontakt zwischen Teams und Kunden schaffen, damit Entscheidungen auf der Realität beruhen und nicht auf Annahmen oder Stellvertretern.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • AngewendetDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Anmerkung von 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.

      • VorgeschlagenAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • VorgeschlagenEnergyVUCA-Energy

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

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

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

      • VorgeschlagenAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Anmerkung von 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 StrukturMacht, Autorität, Organisation

   Wie Macht und Autorität verteilt sind: Rollen, Einheiten, Berichtslinien und die Grundarchitektur, wer an wen berichtet.

   1. 2.1 Einheiten zur durchgängigen Outcome-Verantwortung erweitern23 Fälle

      Team-Mandate so ausweiten, dass Arbeit von der Absicht bis zum realisierten Wert abgeschlossen werden kann. In der Praxis zeigt sich dabei oft, dass die Organisation einfacher werden muss: Getrennte Einheiten für das „Vorbereiten“ oder „Abschließen“ von Arbeit fallen weg, und das Org-Design wird stimmiger und anpassungsfähiger.

      • AngewendetE-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.

      • AngewendetHigh-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.

      • AngewendetEnergyVUCA-Energy

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

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

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

      • AngewendetMultipleCase Studies: Org Topologies in Action

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

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • AngewendetMultipleStudying 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.

      • AngewendetIndustrial 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.

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

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

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

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

        Anmerkung von 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.

      • AngewendetDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Anmerkung von 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.

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

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

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

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

      • AngewendetBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • AngewendetBankingCase 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.

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

        Listed as a long-term strategy.

      • VorgeschlagenAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • VorgeschlagenBanking[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.

      • VorgeschlagenInitiate 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%.

      • VorgeschlagenAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Anmerkung von 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.

      • VorgeschlagenBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Ein Team of Teams bilden13 Fälle

      Eine schlanke Struktur schaffen, in der Teams sich an gemeinsamen Zielen ausrichten und bei der Umsetzung autonom bleiben.

      • AngewendetHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • AngewendetInsuranceRebuilding for Speed and Adaptiveness

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

      • AngewendetEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

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

      • AngewendetPublic 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.

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

        Seven coupled teams merged into one collective.

      • VorgeschlagenAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Anmerkung von 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.

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

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

   3. 2.3 Hin zu teamübergreifender, funktionsübergreifender Linienführung1 case

      Den Führungsfokus von einzelnen Teams auf Wertbereiche mit mehreren Teams verlagern, damit Abstimmung und Lernen über Grenzen hinweg möglich werden.

      • AngewendetBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Die Rolle der Führungskraft neu fassen: Fähigkeiten aufbauen, das System betreuen3 Fälle

      Führungskräfte weg vom Anweisen hin zum Entwickeln von Menschen und zum Erweitern von Mandaten bringen. Sie bauen die Fähigkeiten und das Urteilsvermögen auf, die für breitere, durchgängige Verantwortung nötig sind, und betreuen zugleich das System rund um die Arbeit.

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

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

      • AngewendetIndustrial 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.

      • VorgeschlagenBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Selbstgestaltung der Teams ermöglichen4 Fälle

      Teams befähigen, ihre eigene Zusammensetzung und ihre Grenzen innerhalb klarer strategischer und Mandatsvorgaben selbst neu zu gestalten. Das stärkt Verantwortung und Zweckmäßigkeit.

      • AngewendetEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Querschnittsthemen über Communities dezentralisieren4 Fälle

      Die Verantwortung für Querschnittsthemen (etwa Architekturrichtlinien, Standards und Regeln) dezentralisieren, indem sich selbstorganisierende Communities Praktiken gemeinsam weiterentwickeln. Das verringert die Abhängigkeit von zentraler Koordination.

      • AngewendetE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • VorgeschlagenEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Verantwortung über Teams hinweg teilen12 Fälle

      Technische Verantwortungsgrenzen erweitern, damit Teams Probleme beheben und verbessern können, ohne auf Spezialisten oder Torwächter zu warten. In der Softwareentwicklung heißt das: Teams dürfen in der gesamten Codebasis arbeiten. In Dienstleistungsorganisationen: Verantwortung für Prozesse, Regeln oder Fallbearbeitung teilen.

      • AngewendetE-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.

      • AngewendetEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • AngewendetPublic 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.

      • AngewendetMultipleCase Studies: Org Topologies in Action

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

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • AngewendetIndustrial 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.

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

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

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

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

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

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

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

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

      • VorgeschlagenDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProzesseInformations- und Entscheidungsflüsse

   Wie Arbeit und Information fließen: Governance-Routinen, Planungs- und Budgetzyklen sowie Entscheidungsprozesse.

   1. 3.1 Die Definition of Done erweitern und teamübergreifend teilen12 Fälle

      Die Definition of Done laufend ausweiten, bis sie echte Vollständigkeit und Qualität umfasst. So sinken versteckte Arbeit, Übergaben und späte Überraschungen.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • AngewendetEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • AngewendetDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • VorgeschlagenAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Anmerkung von 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 Denselben Takt über Teams hinweg teilen4 Fälle

      Transparenz schaffen für das Ausführen und Prüfen der Arbeit in einem gemeinsamen Rhythmus für Planung, Review und Lernen.

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

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

      • AngewendetInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • AngewendetPublic 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 Sich freiwillig für Arbeit melden5 Fälle

      Einzelnen und Teams ermöglichen, Arbeit dort zu ziehen, wo der Wert am höchsten ist, statt sich auf vorab festgelegte Zuweisungen zu verlassen. Diese Kata erhöht die Flexibilität der Organisation und die gemeinsame Verantwortung. Sie lässt sich mit bewussten Selbstauswahl-Mechanismen umsetzen (z. B. Sitzungen im Open-Space-Stil).

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

        Teams choose which backlog items to take in Sprint Planning.

      • AngewendetEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • VorgeschlagenSaaSCase-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 Teamübergreifendes Product-Backlog-Refinement abhalten9 Fälle

      Mehrere Teams regelmäßig zusammenbringen, um vor der Umsetzung ein gemeinsames Verständnis von anstehender Arbeit, Risiken und Abstimmung aufzubauen.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Anmerkung von 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.

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

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

      • VorgeschlagenAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Reviews auf Produktebene abhalten4 Fälle

      Integrierte Produkt-Outcomes prüfen statt isolierter Team-Outputs, damit das Lernen auf der richtigen Ebene bleibt. In Dienstleistungsorganisationen: durchgängige Service-Ergebnisse prüfen, nicht Abteilungskennzahlen. Diese Kata wird oft in Formaten wie Sprint Review Bazaars umgesetzt, in denen Stakeholder und Kunden funktionierende Lösungen aktiv erkunden und direktes Feedback geben, statt Präsentationen passiv zu konsumieren.

      • AngewendetE-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.

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

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

      • AngewendetBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Arbeit vertikal schneiden3 Fälle

      Üben, Arbeit in durchgängige Inkremente zu zerlegen, die Lernen und Wert liefern statt Teilfortschritt.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Arbeit teamübergreifend kontinuierlich integrieren

      Integrationsrisiko und Verzögerungen senken, indem die Arbeit aller beteiligten Teams und Agenten laufend integriert wird, statt sie zu bündeln und spät abzugleichen. In der Softwareentwicklung geschieht das üblicherweise mit Praktiken wie Trunk-based Development, Monorepos und Continuous Integration als Praxis (nicht als Tool).

      Noch keine veröffentlichte Fallstudie nennt diese Kata.

   8. 3.8 Obeya für die Weiterentwicklung der Org-Topologie nutzen5 Fälle

      Einen gemeinsamen Entscheidungsraum nutzen, der Strategie, Evidenz und Randbedingungen des Org-Designs verbindet. So wird die Topologie bewusst weiterentwickelt, statt nur die Lieferung zu verfolgen.

      • AngewendetProfessional 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.

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

        Anmerkung von 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.

      • AngewendetBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • VorgeschlagenAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Anmerkung von 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) für den Fähigkeitsaufbau anwenden5 Fälle

      In regelmäßigen Reviews wenige aussagekräftige Kennzahlen nutzen, die Lernen und Verbesserung leiten, statt nach Zielvorgaben zu steuern.

      • AngewendetInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • AngewendetDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Anmerkung von 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.

      • Vorgeschlagen[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.

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

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

4. 4 BelohnungAnreize und Motivation

   Wie Menschen motiviert und gesteuert werden: Vergütung, Beförderungen, Anerkennung und andere formelle und informelle Anreize.

   1. 4.1 Individuelle Leistungsanreize zurücknehmen

      Anreizstrukturen abbauen, die lokale Optimierung auf Kosten der Systemleistung antreiben.

      Noch keine veröffentlichte Fallstudie nennt diese Kata.

   2. 4.2 Karrierewege mit Rückenwind gestalten6 Fälle

      Karrieresysteme schaffen, die Fähigkeitswachstum und Multi-Learning belohnen und so den Beitrag der Mitarbeitenden zu wertvollen Outcomes stützen.

      • AngewendetInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Anmerkung von 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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Beyond Budgeting einführen

      Starre jährliche Planungsvorgaben lockern, damit Ressourcen mit dem Lernen und den wechselnden Prioritäten mitwandern können.

      Noch keine veröffentlichte Fallstudie nennt diese Kata.

5. 5 MenschenFähigkeiten, Denkhaltungen, Kompetenzen

   Die benötigten Fähigkeiten, Denkhaltungen und Kapazitäten: wie die Organisation Menschen gewinnt, entwickelt und fördert, damit sie zu ihrem strategischen Bedarf passen.

   1. 5.1 (KI-gestütztes) Multi-Learning im Arbeitsalltag verankern2 Fälle

      KI nutzen, um die Kosten für das Erlernen neuer Fähigkeiten während der Lieferung zu senken und das zu erweitern, was Teams verantwortungsvoll übernehmen können.

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

        Anmerkung von 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.

      • VorgeschlagenInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Synchrone Teamarbeit nutzen, um Fähigkeiten und Verantwortung zu erweitern11 Fälle

      Pairing, Mobbing und andere Formen echter synchroner Arbeit über Rollen-, Team- und Funktionsgrenzen hinweg einsetzen, um gezielt Fähigkeiten aufzubauen und die Abhängigkeit von Spezialisten oder Übergaben zu verringern.

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

        Planned pairing and mobbing across business and IT.

      • AngewendetEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • AngewendetIndustrial 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.

        Anmerkung von 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.

        Anmerkung von 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.

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

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

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

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

      • AngewendetDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • VorgeschlagenHealth 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).

      • VorgeschlagenInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • VorgeschlagenAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Anmerkung von 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.

      • VorgeschlagenSaaSCase 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.

Die Definitionen der Elemente sind 10X ORG entnommen, das auch den vollständigen Katalog enthält.

applied proposed or planned Strategie Struktur Prozesse Belohnung Menschen