# Elevating Katas

> Elevating Katas are repeatable routines that turn org design intent into lived behavior, grouped by the Star Model and shown in real case studies.

URL: https://www.orgtopologies.com/elevating-katas

## Elevating Katas.

METHOD · APPENDIX A OF 10X ORG

Structured, repeatable improvement routines that turn organizational design intent into lived behavior.

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## A practiced sequence, not a one-off transformation

KATAS AS A TERM

The term kata comes from martial arts, where it describes a practiced sequence used to build skill and judgment through repetition. In management it was popularized through Toyota: a studied, repeatable pattern for disciplined improvement.

The 10X Org principles set direction. The katas make that direction actionable. They are applied in the Elevate step of the MADE method, where insights from mapping, assessment and design turn into concrete change.

Each kata targets a concrete constraint, such as team boundaries, decision rights, interfaces, policies or governance, and tests whether expanding mandates or reducing friction moves the system closer to the intended elevated state.

Elevating Katas are problem-driven, not methodology-driven.

## Elevate toward the top right of the map

THE ELEVATION JOURNEY

Elevating is a deliberate move right and up on the Org Topologies map: broader skills and broader work mandates, from delivering outputs to delivering outcomes.

The katas are not meant to be applied top-to-bottom. They form a menu of deliberate moves. The right starting point depends on where an organization’s constraints sit on the map.

Organizations typically begin with a few katas that match their most pressing design challenges, then expand or shift their use as learning accumulates.

In service organizations, “product” maps to a service offering, customer journey, case type or operational capability. Backlogs become service queues; reviews become service inspections.

## Five ways katas move the whole system

KEEPING KATAS SYSTEMIC

Leaders don't need another transformation program. Choose a handful of katas and make sure they are practiced faithfully: as the routines become habits, agility and resilience grow, and the culture follows the work.

Whole system

A kata never tweaks one element in isolation: it touches governance, roles, events, practices and artifacts together, as the Star Model asks.

Strategy

Routines such as multi-team Product Backlog Refinement or vertical slicing bring the strategic goal into the daily work, so structure and process follow strategy.

People and roles

Katas like Elevate Product Ownership stretch roles beyond their old definitions; repeated practice grows the skills the new design needs.

Behavior and culture

Culture programs fail on abstract values. Katas change the working pattern itself, and the desired behavior (collaboration, customer focus, learning) comes with it.

Rewards

Because a kata repeats, it closes its own feedback loop: faster cycle times, better product fit and more engaged teams reward the new habit.

## Katalog

Katas on the Star Model · Appendix A of 10X ORG

Katalog groups the katas by the five elements of org design in Jay Galbraith’s Star Model™. Change one element and the others must follow. Every kata links to its description and to the case studies that apply it.

Jay Galbraith’s Star Model™ teaches that an organization is not just its org chart or the sum of its policies, but a system of interconnected design choices that must be made deliberately and kept in sync.

Five elements make up the star: the org design criteria derived from strategy, structure, processes, rewards and people. When they are aligned and reinforce one another, performance becomes more reliable and less accidental.

Change only one and the others pull back. A company that adopts Scrum as a process add-on, while hiring, rewards and structure stay as they were, gets the predictable result: “Agile is dead.” The katas work on all five elements, so change becomes systemic.

People behave according to how they are measured, organized, and rewarded.

Jay R. Galbraith, quoted in 10X ORG

Element definitions are quoted from 10X ORG. The full Katalog is Appendix A of the book.

{n} cases

## 1. Strategy: Direction and Goals

Org Design Criteria: The outcomes the organization is designed to achieve are derived from the strategy and are used as the benchmark for all design choices.

### 1.1 Elevate by Expanding the Product Definition

Deliberately broaden what the organization considers "the product" so teams orient around real customer outcomes rather than narrow components or tasks.

Case studies:
- [Case Studies: Org Topologies in Action](https://www.orgtopologies.com/post/case-studies-org-topologies-in-action) (applied, Multiple): Poster aimed for whole-product orientation instead of component focus.
- [Case Study: Introduction of Org Topologies™ in European Fintech](https://www.orgtopologies.com/post/case-study-introduction-of-org-topologies-in-european-fintech) (applied, Fintech): Teams moved from owning components to a whole-product view.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (applied, SaaS): Single-team value areas were dropped; all teams work on the whole product.
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (proposed, R&D): Planned for months 4-6 of the 2026 roadmap.
- [VUCA-Energy](https://www.orgtopologies.com/post/vuca-energy) (proposed, Energy): Long-term vision widens the product to all departments with a shared vision.
- [From Renting Resources to Driving Strategy: A Shift Toward Business-Oriented R&D](https://www.orgtopologies.com/post/from-renting-resources-to-driving-strategy-a-shift-toward-business-oriented-r-d-by-mauro-sacchi) (proposed, Energy): Broader product thinking is part of the desired state, not yet confirmed as done.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Named in the text as part of the elevation.
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (proposed, Aviation): Planned customer-journey roadmap; fit to kata is loose.

### 1.2 Elevate by Re-Centering Product Ownership on Strategy and Outcomes

Position product ownership where strategic intent and value meet, with responsibility for outcomes rather than team-level delivery coordination. This requires avoiding team-level local product ownership and introducing shared or unified product ownership structures.

Case studies:
- [From domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure](https://www.orgtopologies.com/post/from-domain-silos-to-strategic-ownership-how-flohealth-evolved-its-operating-model-with-the-gm-stru) (applied, Health tech): GM owns vision, strategy and commercial outcomes per big bet, not delivery coordination.
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (applied, High-tech manufacturing): Planned shift of the PO from tasking to goal-setting.
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (applied, R&D): Product ownership elevated and POs trained; feature owner role also recommended.
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): One PO decides priorities; product managers became subject-matter experts without own backlogs.
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (applied, Insurance): Product ownership moved to value-stream and overall level; team output owners avoided.
- [From Renting Resources to Driving Strategy: A Shift Toward Business-Oriented R&D](https://www.orgtopologies.com/post/from-renting-resources-to-driving-strategy-a-shift-toward-business-oriented-r-d-by-mauro-sacchi) (applied, Energy): Move to one product owner for the product, creating friction in prioritization and mandate.
- [How Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)](https://www.orgtopologies.com/post/how-much-adaptivity-is-enough-pandadoc-s-journey-with-large-scale-scrum-less-by-denis-salnikov-an) (applied, SaaS): Product owner moved from backlog management to steering investment across areas.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): One Product Owner per area replaced team-level product managers.
- [Case Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)](https://www.orgtopologies.com/post/case-study-using-org-topologies-to-assess-the-evolutionary-journey-within-eurecat-fped-an-r-d-orga) (applied, Industrial R&D): Heads of R&D lines moved to prioritization and stakeholder management.
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (applied, Digital services): Un seul PO porte la connaissance client de l'unité.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): PO shifted from day-to-day coordination to stakeholders and outcomes.
- [Case Study: Introduction of Org Topologies™ in European Fintech](https://www.orgtopologies.com/post/case-study-introduction-of-org-topologies-in-european-fintech) (applied, Fintech): Recognized holistic product ownership; evidence is awareness, not a clear structural change.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (applied, SaaS): One Product Owner orders the whole-product backlog instead of team-level POs.
- [Studying Elevation Opportunities in Automotive Data Exchange](https://www.orgtopologies.com/post/studying-elevation-opportunities-in-automotive-data-exchange) (proposed, Automotive): Product Manager and Product Owner shift to outcome framing and shared prioritization.
- [VUCA-Energy](https://www.orgtopologies.com/post/vuca-energy) (proposed, Energy): Future vision replaces per-team product persons with one accountable PO.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Fewer POs aligned to strategic markets; product managers lose priority authority.
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (proposed, Aviation): Planned step 3: CPO anchors product direction; business and tech programs joined.
- [Case Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank](https://www.orgtopologies.com/post/org-topologies-to-assess-the-agile-transformation-journey-at-a-large-dutch-bank) (proposed, Banking): Proposed single HR backlog owned by the director; HR managers chose separate backlogs instead.

### 1.3 Elevate by Adopting Strategic, Outcome-Based Backlog

Shift backlog items from output commitments to explicit outcome hypotheses, making learning and impact visible in everyday prioritization. In service organizations: adopting service queues framed around client outcomes, not request types.

Case studies:
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (applied, High-tech manufacturing): Planned move from team-level feature lists to measurable outcomes.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Backlog reframed around adoption and impact.
- [Case Study: Business Banking Transformation Journey at de Volksbank](https://www.orgtopologies.com/post/case-study-the-business-banking-transformation-journey-at-de-volksbank) (applied, Banking): Backlogs moved from operational requests to customer-journey features.

### 1.4 Elevate by Merging Product Backlogs

Reduce fragmentation by consolidating competing backlogs into fewer shared ones, forcing real prioritization at the level where value is created.

Case studies:
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (applied, R&D): Three directions' backlogs consolidated into shared backlogs.
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): All managers' separate backlogs merged into one Product Backlog.
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (applied, Insurance): Hierarchy of backlogs with reporting across levels; most work still on team backlogs, merge planned.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): One backlog per product area replaced per-component backlogs.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Named by Alexey Krivitsky as “Merging Product Backlogs”.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (applied, SaaS): Team-level backlogs were replaced by one common product backlog for all feature teams.
- [Case Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank](https://www.orgtopologies.com/post/org-topologies-to-assess-the-agile-transformation-journey-at-a-large-dutch-bank) (applied, Banking): Task-level team backlogs replaced by one product owner and one backlog across several teams.
- [From domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure](https://www.orgtopologies.com/post/from-domain-silos-to-strategic-ownership-how-flohealth-evolved-its-operating-model-with-the-gm-stru) (proposed, Health tech): Single ranked priority list per big bet named as the structural fix.
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (proposed, High-tech manufacturing): Listed as a potential future kata.
- [Studying Elevation Opportunities in Automotive Data Exchange](https://www.orgtopologies.com/post/studying-elevation-opportunities-in-automotive-data-exchange) (proposed, Automotive): One unified backlog per value stream instead of separate Product, Design, Engineering and Infra backlogs.
- [Org Topologies Case-Study by Koen Siegers >> "It started over dinner ..."](https://www.orgtopologies.com/post/it-started-over-dinner) (proposed, Public sector): Recommended next step; one backlog per team still existed.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Each team-of-teams works from one backlog.

### 1.5 Elevate by Organizing Around Products, Not Projects

Replace temporary project slices with long-lived ownership of products, preserving learning and accountability over time.

Case studies:
- [How Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)](https://www.orgtopologies.com/post/how-much-adaptivity-is-enough-pandadoc-s-journey-with-large-scale-scrum-less-by-denis-salnikov-an) (applied, SaaS): Long-lived stable teams as the core organizational unit.
- [Studying Org Designs of Haier's RDHY and Bayer's DSO](https://www.orgtopologies.com/post/studying-org-designs-of-haier-s-rdhy-and-bayer-s-dso) (applied, Multiple): Units are formed around product lines, not projects.

### 1.6 Elevate by Minimizing Distance to Customers

Create regular, direct contact between teams and customers so decisions are informed by reality rather than assumptions or proxies.

Case studies:
- [Studying Org Designs of Haier's RDHY and Bayer's DSO](https://www.orgtopologies.com/post/studying-org-designs-of-haier-s-rdhy-and-bayer-s-dso) (applied, Multiple): Micro-enterprises and Bayer's squads work directly with users instead of through layers.
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (applied, Digital services): Analytique produit, entretiens et tests utilisateurs intégrés au flux.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Stated aim; pursued via outward-facing PO and goal metrics.
- [Business Agility with Org Topologies and Kanban](https://www.orgtopologies.com/post/business-agility-with-org-topologies-and-kanban) (applied, Digital services): User tests, analytics and in-team UX practice.
- [Case Study: Introduction of Org Topologies™ in European Fintech](https://www.orgtopologies.com/post/case-study-introduction-of-org-topologies-in-european-fintech) (applied, Fintech): Forgotten-PW team talked directly to customers.
- [Studying Elevation Opportunities in Automotive Data Exchange](https://www.orgtopologies.com/post/studying-elevation-opportunities-in-automotive-data-exchange) (proposed, Automotive): Engineers and designers talk to customers directly for faster feedback.
- [VUCA-Energy](https://www.orgtopologies.com/post/vuca-energy) (proposed, Energy): Engineers to work directly on real customer problems rather than receive handed-over stories.
- [From Renting Resources to Driving Strategy: A Shift Toward Business-Oriented R&D](https://www.orgtopologies.com/post/from-renting-resources-to-driving-strategy-a-shift-toward-business-oriented-r-d-by-mauro-sacchi) (proposed, Energy): Teams working directly with customers is part of the target vision.
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (proposed, Aviation): Planned pilot with an end-user inside a team.

## 2. Structure: Power, Authority, Organization

Structure: How power and authority are distributed: roles, units, reporting lines, and the basic architecture of who reports to whom.

### 2.1 Elevate by Expanding Units Toward End-to-End Outcome Ownership

Broaden team mandates so they can complete work from intent to realized value. In practice, this often exposes the need to simplify the organization by eliminating separate units responsible for "preparing" or "finishing" work, resulting in a more coherent and adaptive org design.

Case studies:
- [Descriptive Study of an e-retail Transformation Program Organization](https://www.orgtopologies.com/post/descriptive-study-of-an-e-retail-transformation-program-organization) (applied, E-commerce): Front-end and integration people moved into Content, Order and Payment teams, making them cross-functional.
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (applied, High-tech manufacturing): Target: PART-3 teams that include business staff and Ops.
- [VUCA-Energy](https://www.orgtopologies.com/post/vuca-energy) (applied, Energy): Developers freed from fixed sales channels to deliver end-to-end wherever needed.
- [Org Topologies Case-Study by Koen Siegers >> "It started over dinner ..."](https://www.orgtopologies.com/post/it-started-over-dinner) (applied, Public sector): Release and acceptance units folded into teams; implementation stayed separate for now.
- [Case Studies: Org Topologies in Action](https://www.orgtopologies.com/post/case-studies-org-topologies-in-action) (applied, Multiple): De Volksbank hubs combine business, IT and operations under one outcome responsibility.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): Component teams became end-to-end teams.
- [Studying Org Designs of Haier's RDHY and Bayer's DSO](https://www.orgtopologies.com/post/studying-org-designs-of-haier-s-rdhy-and-bayer-s-dso) (applied, Multiple): Haier's micro-enterprises own a whole product line, from R&D to service, as their own profit-and-loss center.
- [Case Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)](https://www.orgtopologies.com/post/case-study-using-org-topologies-to-assess-the-evolutionary-journey-within-eurecat-fped-an-r-d-orga) (applied, Industrial R&D): R&D lines became complete end-to-end teams.
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (applied, Digital services): Analystes, testeurs, développeurs et prestataire fusionnés en une équipe.
- [Experience Report: Towards Business-Oriented Org Design at Raiffeisen Bank](https://www.orgtopologies.com/post/experience-report-from-domain-based-to-business-oriented-org-design-at-raiffeisen-bank) (applied, Banking): Eleven speedboat teams took end-to-end ownership of features.
- [Business Agility with Org Topologies and Kanban](https://www.orgtopologies.com/post/business-agility-with-org-topologies-and-kanban) (applied, Digital services): BA, QA and developers merged; external dev force joined the team.
- [Case Study: Introduction of Org Topologies™ in European Fintech](https://www.orgtopologies.com/post/case-study-introduction-of-org-topologies-in-european-fintech) (applied, Fintech): Forgotten-PW team's mandate broadened to a product part.
- [Case Study: from Component Teams to Team Topologies to FaST Agile](https://www.orgtopologies.com/post/case-study-from-component-teams-to-team-topologies-to-fast-agile) (applied, R&D): Component teams became stream-aligned teams shipping features end-to-end.
- [Case Study: Business Banking Transformation Journey at de Volksbank](https://www.orgtopologies.com/post/case-study-the-business-banking-transformation-journey-at-de-volksbank) (applied, Banking): Teams added developers and took over product duties from the brands.
- [Case Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank](https://www.orgtopologies.com/post/org-topologies-to-assess-the-agile-transformation-journey-at-a-large-dutch-bank) (applied, Banking): IT component teams merged with business specialists into cross-functional teams.
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (proposed, R&D): Listed as a long-term strategy.
- [Studying Elevation Opportunities in Automotive Data Exchange](https://www.orgtopologies.com/post/studying-elevation-opportunities-in-automotive-data-exchange) (proposed, Automotive): Move teams from CAPS to PART-3 with end-to-end ownership, starting with self-onboarding.
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (proposed, E-commerce): Design and analytics, still outside teams, named as the next step.
- [\[Français\] Initier l’alignement de son organisation et de sa stratégie avec Org Topologies™](https://www.orgtopologies.com/post/fran%C3%A7ais-initier-l-alignement-de-son-organisation-et-de-sa-strat%C3%A9gie-avec-org-topologies) (proposed): Hypothetical merge of analysis, development and production into one team.
- [\[Français\] Cartographie d'un groupe d'équipes avec OrgTopologies](https://www.orgtopologies.com/post/fran%C3%A7ais-cartographie-d-un-groupe-d-%C3%A9quipes-avec-orgtopologies) (proposed, Banking): Broader scope of responsibility and autonomy was the stated direction; Ops team to be split up.
- [Initiate the alignment of your organization and strategy with Org Topologies™](https://www.orgtopologies.com/post/initiate-the-alignment-of-your-organization-and-strategy-with-org-topologies) (proposed): Analysis and production skills merged into one team (illustrative case); time-to-market fell 20%.
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (proposed, Aviation): Planned step 2: fold separate spec, test, sim and architect units into teams.
- [Facilitating a Mapping Workshop with Org Topologies™](https://www.orgtopologies.com/post/mapping-a-group-of-teams-with-orgtopologies) (proposed, Banking): Participants proposed grouping BA, programmers and Ops into multi-functional teams with broader responsibility.

### 2.2 Elevate by Forming a Team-of-Teams

Create a lightweight structure where teams align around shared goals while retaining autonomy in execution.

Case studies:
- [From domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure](https://www.orgtopologies.com/post/from-domain-silos-to-strategic-ownership-how-flohealth-evolved-its-operating-model-with-the-gm-stru) (applied, Health tech): Virtual core team aligns several domain teams around one initiative while they keep autonomy.
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (applied, High-tech manufacturing): Target: three partial-solution teams coordinating themselves.
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (applied, Insurance): Teams grouped under two value streams, later shown as a team-of-teams.
- [Doing a LeSS Flip in Two Months with Org Topologies](https://www.orgtopologies.com/post/doing-a-less-flip-in-two-months-with-org-topologies) (applied, Energy): Teams were grouped into three customer-segment areas.
- [How Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)](https://www.orgtopologies.com/post/how-much-adaptivity-is-enough-pandadoc-s-journey-with-large-scale-scrum-less-by-denis-salnikov-an) (applied, SaaS): Teams grouped into customer-focused requirement areas within one product.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): Each product area works as a team of cross-functional teams.
- [Analyzing The Transformation Of A SAP Group At A Large Public Authority (Deloitte)](https://www.orgtopologies.com/post/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority) (applied, Public sector): Teams were grouped into three release trains, a team-of-teams structure.
- [Case Study: from Component Teams to Team Topologies to FaST Agile](https://www.orgtopologies.com/post/case-study-from-component-teams-to-team-topologies-to-fast-agile) (applied, R&D): Seven coupled teams merged into one collective.
- [Studying Elevation Opportunities in Automotive Data Exchange](https://www.orgtopologies.com/post/studying-elevation-opportunities-in-automotive-data-exchange) (proposed, Automotive): Onboarding, Buying and Selling teams-of-teams with product, design and delivery roles.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Design target: two end-to-end teams-of-teams.
- [\[Français\] Cartographie d'un groupe d'équipes avec OrgTopologies](https://www.orgtopologies.com/post/fran%C3%A7ais-cartographie-d-un-groupe-d-%C3%A9quipes-avec-orgtopologies) (proposed, Banking): Workshop sketched grouping three teams, three times, into multi-functional teams of teams.
- [Experience Report: Towards Business-Oriented Org Design at Raiffeisen Bank](https://www.orgtopologies.com/post/experience-report-from-domain-based-to-business-oriented-org-design-at-raiffeisen-bank) (proposed, Banking): Tribes group speedboat teams per business area, rolled out one by one.
- [Case-Study: Loglass Using Org Topologies to Set Target Org Design](https://www.orgtopologies.com/post/case-study-loglass-using-org-topologies-to-set-target-org-design) (proposed, SaaS): Target is B-level teams of teams, via FAST collectives.

### 2.3 Elevate by Moving Toward Multi-Team, Cross-Functional Line Management

Shift management focus from individual teams to multi-team value areas, enabling coordination and learning across boundaries.

Case studies:
- [Case Study: Business Banking Transformation Journey at de Volksbank](https://www.orgtopologies.com/post/case-study-the-business-banking-transformation-journey-at-de-volksbank) (applied, Banking): Hubs with business, IT and operations replaced departmental management.

### 2.4 Elevate by Redefining the Manager Role Around Capability-Building and System Stewardship

Shift managers away from issuing instructions toward growing people and expanding mandates—developing the capabilities and judgment required for broader, end-to-end ownership while stewarding the system that surrounds the work.

Case studies:
- [Studying Org Designs of Haier's RDHY and Bayer's DSO](https://www.orgtopologies.com/post/studying-org-designs-of-haier-s-rdhy-and-bayer-s-dso) (applied, Multiple): Middle management gives way to autonomous units supported by shared platforms.
- [Case Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)](https://www.orgtopologies.com/post/case-study-using-org-topologies-to-assess-the-evolutionary-journey-within-eurecat-fped-an-r-d-orga) (applied, Industrial R&D): The unit head shifted from controlling to delegating.
- [Case Study: Business Banking Transformation Journey at de Volksbank](https://www.orgtopologies.com/post/case-study-the-business-banking-transformation-journey-at-de-volksbank) (proposed, Banking): Pilot learning calls for repurposing middle managers to serve teams.

### 2.5 Elevate by Enabling Team Self-Design

Enable teams to redesign their own composition and boundaries within clear strategic and mandate constraints, increasing ownership and fitness for purpose.

Case studies:
- [Doing a LeSS Flip in Two Months with Org Topologies](https://www.orgtopologies.com/post/doing-a-less-flip-in-two-months-with-org-topologies) (applied, Energy): Teams designed themselves on flip day.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): Teams took part in forming the new teams at the flip.
- [Case Study: from Component Teams to Team Topologies to FaST Agile](https://www.orgtopologies.com/post/case-study-from-component-teams-to-team-topologies-to-fast-agile) (applied, R&D): The FaST Collective reshapes its own teams regularly.
- [Case-Study: Loglass Using Org Topologies to Set Target Org Design](https://www.orgtopologies.com/post/case-study-loglass-using-org-topologies-to-set-target-org-design) (proposed, SaaS): FAST's Value Cycle is the planned self-organizing mechanism.

### 2.6 Elevate by Decentralizing Cross-Cutting Concerns Through Communities

Decentralize ownership of cross-cutting concerns (such as architectural guidelines, standards, and policies) by enabling self-organizing communities to evolve practices collaboratively, reducing dependency on centralized coordination.

Case studies:
- [Descriptive Study of an e-retail Transformation Program Organization](https://www.orgtopologies.com/post/descriptive-study-of-an-e-retail-transformation-program-organization) (applied, E-commerce): Architecture partly moved into regional teams; communities of practice were also started per tech stack (doubtful fit).
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (proposed, R&D): Technical communities of practice recommended to spread knowledge.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Suggested enabler for shared components.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (proposed, Energy): Listed among post-flip experiments.

### 2.7 Elevate by Sharing Ownership Across Teams

Expand technical ownership boundaries so teams can improve and fix issues without waiting on specialists or gatekeepers. In the software development context, this implies allowing the teams to work across the entire codebase. In service organizations: sharing ownership of processes, policies, or case handling.

Case studies:
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): Specialist-owned areas opened so any team can work on any part of the product.
- [Doing a LeSS Flip in Two Months with Org Topologies](https://www.orgtopologies.com/post/doing-a-less-flip-in-two-months-with-org-topologies) (applied, Energy): Rotating support duty shared bug ownership across teams.
- [Org Topologies Case-Study by Koen Siegers >> "It started over dinner ..."](https://www.orgtopologies.com/post/it-started-over-dinner) (applied, Public sector): Developers asked to work in unfamiliar code and other departments' code; resisted by seniors.
- [Case Studies: Org Topologies in Action](https://www.orgtopologies.com/post/case-studies-org-topologies-in-action) (applied, Multiple): Poster replaced component-oriented teams with feature teams (LeSS-inspired); thin evidence.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): Duty rotation shared ownership beyond the original components.
- [Case Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)](https://www.orgtopologies.com/post/case-study-using-org-topologies-to-assess-the-evolutionary-journey-within-eurecat-fped-an-r-d-orga) (applied, Industrial R&D): Specialist knowledge and pairing spread to the R&D lines.
- [Case Study: Introduction of Org Topologies™ in European Fintech](https://www.orgtopologies.com/post/case-study-introduction-of-org-topologies-in-european-fintech) (applied, Fintech): Biometrical R&D team learned and built functionality previously owned by a platform team.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (applied, SaaS): All feature teams work across the whole product, not owned components.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Core of the case: shared skills and components across teams.
- [Experience Report: Towards Business-Oriented Org Design at Raiffeisen Bank](https://www.orgtopologies.com/post/experience-report-from-domain-based-to-business-oriented-org-design-at-raiffeisen-bank) (proposed, Banking): Co-ownership of systems across teams is the stated long-term goal.
- [Business Agility with Org Topologies and Kanban](https://www.orgtopologies.com/post/business-agility-with-org-topologies-and-kanban) (proposed, Digital services): Aim to deploy without the infra-prod unit; loose fit.
- [Experience Report in which Steve introduces Marcus to Org Topologies™](https://www.orgtopologies.com/post/experience-report-in-which-steve-introduces-marcus-to-org-topologies) (proposed, R&D): Suggested alternative to filing tickets against other teams.

## 3. Processes: Information and Decision Flows

Processes: How work and information flow: governance routines, planning and budgeting cycles, and decision-making processes.

### 3.1 Elevate by Expanding and Sharing the Definition of Done Across Teams

Continuously broaden the Definition of Done to include real completeness and quality, reducing hidden work, handoffs, and late surprises.

Case studies:
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (applied, High-tech manufacturing): Planned DoD that covers operations.
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (applied, R&D): A shared Definition of Done was established across teams.
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): Team Definitions of Done unified, then raised through a shared improvement list.
- [Doing a LeSS Flip in Two Months with Org Topologies](https://www.orgtopologies.com/post/doing-a-less-flip-in-two-months-with-org-topologies) (applied, Energy): A shared Definition of Done was defined on flip day.
- [Org Topologies Case-Study by Koen Siegers >> "It started over dinner ..."](https://www.orgtopologies.com/post/it-started-over-dinner) (applied, Public sector): Shared Definition of Done to integrate release and user acceptance teams horizontally.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): A shared, broader Definition of Done was set at the flip.
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (applied, Digital services): La fin du flux est repoussée jusqu'au retour d'usage.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): DoD workshops and visible undone work.
- [Business Agility with Org Topologies and Kanban](https://www.orgtopologies.com/post/business-agility-with-org-topologies-and-kanban) (applied, Digital services): Done extended to collecting usage feedback.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (applied, SaaS): A feature counts as done only after first customers use it.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Named in the text as part of the elevation.
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (proposed, Aviation): Planned shared DoD across teams.

### 3.2 Elevate by Sharing the Same Cadence Across Teams

Create transparency for doing and inspecting the work in a shared rhythm for planning, review, and learning.

Case studies:
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): All teams plan together, share one sprint rhythm and align Sprint Goals.
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (applied, Insurance): All teams run the same two-week iteration.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): Teams in an area share one planning and review rhythm.
- [Analyzing The Transformation Of A SAP Group At A Large Public Authority (Deloitte)](https://www.orgtopologies.com/post/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority) (applied, Public sector): All teams plan and review in the same Program Increment rhythm.

### 3.3 Elevate by Volunteering for Work

Enable individuals and teams to pull work where value is highest, rather than relying on predefined assignments. This kata increases organizational flexibility and shared ownership, and can be enacted through deliberate self-selection mechanisms (e.g., Open Space–style sessions).

Case studies:
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): Teams choose which backlog items to take in Sprint Planning.
- [Doing a LeSS Flip in Two Months with Org Topologies](https://www.orgtopologies.com/post/doing-a-less-flip-in-two-months-with-org-topologies) (applied, Energy): People volunteered for the new setup during the flip.
- [Case Study: from Component Teams to Team Topologies to FaST Agile](https://www.orgtopologies.com/post/case-study-from-component-teams-to-team-topologies-to-fast-agile) (applied, R&D): Open Space self-selection of work each FaST cycle.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (applied, SaaS): Teams pull items from the common backlog, including work that stretches their skills.
- [Case-Study: Loglass Using Org Topologies to Set Target Org Design](https://www.orgtopologies.com/post/case-study-loglass-using-org-topologies-to-set-target-org-design) (proposed, SaaS): Open Space style self-selection is part of the planned FAST adoption.

### 3.4 Elevate by Holding Multi-Team Product Backlog Refinement

Bring multiple teams together regularly to build a shared understanding of upcoming work, risks, and coordination before execution.

Case studies:
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (applied, High-tech manufacturing): Planned joint refinement across the three teams.
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (applied, R&D): Teams began refining work together across teams.
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): Initial and regular multi-team refinement in mixed groups.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): Teams in an area refined the shared backlog together.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Named by Alexey Krivitsky as “Holding Multi-Team Product Backlog Refinement”.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (applied, SaaS): Weekly refinement with feature teams, customers, support, designers and onboarding.
- [Studying Elevation Opportunities in Automotive Data Exchange](https://www.orgtopologies.com/post/studying-elevation-opportunities-in-automotive-data-exchange) (proposed, Automotive): Refinement becomes a cross-functional activity, not only the Product Owner's.
- [Org Topologies Case-Study by Koen Siegers >> "It started over dinner ..."](https://www.orgtopologies.com/post/it-started-over-dinner) (proposed, Public sector): Recommended next step; each team still refined alone.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Joint refinement for earlier expertise and feedback.

### 3.5 Elevate by Holding Product-Level Reviews

Inspect integrated product outcomes rather than isolated team outputs, keeping learning at the right level. In service organizations: reviewing end-to-end service outcomes, not departmental metrics. This Kata is often realized through formats such as Sprint Review Bazaars, where stakeholders and customers actively explore working solutions and provide direct feedback instead of passively consuming presentations.

Case studies:
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): Teams demonstrate increments together in one Sprint Review led by the PO, replacing manager slide reports.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Sprint Reviews opened to stakeholders, later held on-site.
- [Case Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank](https://www.orgtopologies.com/post/org-topologies-to-assess-the-agile-transformation-journey-at-a-large-dutch-bank) (applied, Banking): HR started a joint Sprint Review across its teams after pulling work out of management meetings.
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (proposed, High-tech manufacturing): Listed as a potential future kata.

### 3.6 Elevate by Slicing Work Vertically

Practice breaking work into end-to-end increments that deliver learning and value, not partial progress.

Case studies:
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (applied, E-commerce): Vertical slicing and decomposition workshops after large items failed to finish.
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (applied, Digital services): Découpage en petits incréments livrables.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Story mapping used to slice valuable increments.

### 3.7 Elevate by Continuously Integrating Work Across Teams

Reduce integration risk and delays by integrating work continuously across all contributing teams and agents, rather than batching and reconciling it late. In software contexts, this is commonly realized through practices such as trunk-based development, monorepos, and continuous integration as a practice (not a tool).

### 3.8 Elevate by Using Obeya for Org Topology Evolution

Use a shared decision space to connect strategy, evidence, and organizational design constraints, enabling deliberate topology evolution rather than merely tracking delivery.

Case studies:
- [Case Study: Implementing Obeya at Organization X. A retrospective-experience report with Org Topologies.](https://www.orgtopologies.com/post/implementing-obeya-at-organization-x-a-retrospective-experience-report) (applied, Professional services): Management group built an Obeya with strategy, performance, problems and plan-to-value walls.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Named by Alexey Krivitsky as “Using Obeya for Org Topology Evolution”.
- [Case Study: Business Banking Transformation Journey at de Volksbank](https://www.orgtopologies.com/post/case-study-the-business-banking-transformation-journey-at-de-volksbank) (applied, Banking): Obeya aligns teams in a hub; cross-hub use is still immature.
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (proposed, R&D): Obeya planned for the first horizon of 2026.
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (proposed, Aviation): Planned Obeya room for shared visibility.

### 3.9 Elevate by Applying Evidence-Based Management (EBM) for Capability-Building

Use a small set of meaningful measures in regular reviews to guide learning and improvement, rather than managing by objective.

Case studies:
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (applied, Insurance): Velocity, variation and queue-length metrics at team, capability and value-stream level guide org design.
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (applied, Digital services): Temps de cycle, SLE et âge des éléments guident l'amélioration.
- [Business Agility with Org Topologies and Kanban](https://www.orgtopologies.com/post/business-agility-with-org-topologies-and-kanban) (applied, Digital services): Cycle time, item age and SLE guided improvement; loose fit to EBM.
- [\[Français\] Initier l’alignement de son organisation et de sa stratégie avec Org Topologies™](https://www.orgtopologies.com/post/fran%C3%A7ais-initier-l-alignement-de-son-organisation-et-de-sa-strat%C3%A9gie-avec-org-topologies) (proposed): EBM key value areas recommended to balance measures after the change.
- [Initiate the alignment of your organization and strategy with Org Topologies™](https://www.orgtopologies.com/post/initiate-the-alignment-of-your-organization-and-strategy-with-org-topologies) (proposed): EBM key value areas recommended to balance indicators when measuring the change.

## 4. Rewards: Incentives and Motivation

Rewards: How people are motivated and steered: compensation, promotions, recognition, and other formal and informal incentives.

### 4.1 Elevate by De-emphasizing Individual Performance Incentives

Reduce incentive structures that drive local optimization at the expense of system performance.

### 4.2 Elevate by Designing Tailwind Career Paths

Create career systems that reward capability growth and multi-learning to support employees' contribution to valuable outcomes.

Case studies:
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (applied, Insurance): Career ladders rewritten with clearer expectations and fewer specialist roles.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): A single product-developer role replaced component specialties.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Named by Alexey Krivitsky as “Designing Tailwind Career Paths”.
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (proposed, High-tech manufacturing): Listed as a potential future kata.
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (proposed, R&D): Development plans planned for horizon 3.
- [Org Topologies Case-Study by Koen Siegers >> "It started over dinner ..."](https://www.orgtopologies.com/post/it-started-over-dinner) (proposed, Public sector): Advised to align HR promotions with T-shaped skill growth.

### 4.3 Elevate by Implementing Beyond Budgeting

Loosen rigid annual planning constraints so resources can move as learning and priorities change.

## 5. People: Skills, Mindsets, Capabilities

People: The skills, mindsets, and capacities needed: how the organization recruits, develops, and grows people to match its strategic needs.

### 5.1 Elevate by Embedding (AI-Assisted) Multi-Learning into Daily Work

Use AI to lower the cost of learning new skills while delivering, expanding what teams can responsibly take on.

Case studies:
- [Case Study: Introduction of Org Topologies™ in European Fintech](https://www.orgtopologies.com/post/case-study-introduction-of-org-topologies-in-european-fintech) (applied, Fintech): Named by Alexey Krivitsky as “Expanding Multi-Learning Within Teams”.
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (proposed, Insurance): Planned in second iteration to broaden Software Product Managers' skills.

### 5.2 Elevate by Using Synchronous Team Work to Expand Capability and Ownership

Apply pairing, mobbing, and other forms of real synchronous work across role, team and functional boundaries to deliberately grow skills and reduce reliance on specialists or handoffs.

Case studies:
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (applied, High-tech manufacturing): Planned pairing and mobbing across business and IT.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (applied, Energy): Pair and mob programming followed the flip.
- [Case Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)](https://www.orgtopologies.com/post/case-study-using-org-topologies-to-assess-the-evolutionary-journey-within-eurecat-fped-an-r-d-orga) (applied, Industrial R&D): Swarming replaced one-researcher-per-initiative work.
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (applied, Digital services): Binômes fonctionnel-technique et tests automatisés appris par les fonctionnels.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (applied, HR tech): Mobbing and pairing across front-end and back-end.
- [Business Agility with Org Topologies and Kanban](https://www.orgtopologies.com/post/business-agility-with-org-topologies-and-kanban) (applied, Digital services): Functional and technical people paired regularly.
- [From domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure](https://www.orgtopologies.com/post/from-domain-silos-to-strategic-ownership-how-flohealth-evolved-its-operating-model-with-the-gm-stru) (proposed, Health tech): Engineering to join discovery from day zero (loose fit).
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (proposed, Insurance): Planned travelling DBAs to work hands-on and build DBA skills in teams.
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (proposed, High-tech manufacturing): Suggested enabler for shared work.
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (proposed, Aviation): Planned peer mentoring to spread feature knowledge; loose fit.
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (proposed, SaaS): Named as the means to keep focus and ownership while working broadly; not confirmed as practised.

## Selected Case Studies Rich with Katas

case-study-org-topology-scan-of-less-adoption-at-poster

case-study-enhancing-strobbo-s-agile-journey-with-org-topologies

preventing-transformation-mistakes-with-org-topologies

less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria

- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster): Poster moved about 50 engineers from a dozen component teams with separate backlogs to LeSS-style feature teams sharing one product backlog across the whole product.
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies): Strobbo's teams moved from mechanical Scrum to goal-oriented backlogs, stakeholder reviews, mobbing and a clearer DoD, with a more outward-facing product owner.
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies): A scale-up flipped its 50-person R&D from component teams to three product areas in two days, then hit local-optimization pain and moved toward a single backlog.
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria): DIM.RIA's 50-person product organization replaced component teams and many manager backlogs with one Product Backlog and three cross-functional feature teams, cutting cycle time by about 80%.

## Katas in case studies

FROM THE COMMUNITY

Every published case study, read for the katas it describes. A filled dot means the organization applied the kata; a ring means it was proposed or planned. Hover a dot to see how it showed up, or click a code to read the kata.

- [From domain silos to strategic ownership: How FloHealth evolved its operating model with the GM structure](https://www.orgtopologies.com/post/from-domain-silos-to-strategic-ownership-how-flohealth-evolved-its-operating-model-with-the-gm-stru) (Health tech): applied Re-Centering Product Ownership on Strategy and Outcomes; Forming a Team-of-Teams; proposed Merging Product Backlogs; Using Synchronous Team Work to Expand Capability and Ownership
- [Descriptive Study of an e-retail Transformation Program Organization](https://www.orgtopologies.com/post/descriptive-study-of-an-e-retail-transformation-program-organization) (E-commerce): applied Expanding Units Toward End-to-End Outcome Ownership; Decentralizing Cross-Cutting Concerns Through Communities
- [Designing for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm](https://www.orgtopologies.com/post/designing-for-paradigm-bringing-business-and-it-together-at-europe-s-largest-tech-firm) (High-tech manufacturing): applied Expanding Units Toward End-to-End Outcome Ownership; Forming a Team-of-Teams; Re-Centering Product Ownership on Strategy and Outcomes; Adopting Strategic, Outcome-Based Backlog; Expanding and Sharing the Definition of Done Across Teams; Holding Multi-Team Product Backlog Refinement; Using Synchronous Team Work to Expand Capability and Ownership; proposed Holding Product-Level Reviews; Merging Product Backlogs; Designing Tailwind Career Paths
- [Redesigning an organization with Cynefin Estuarine mapping and Org Topologies](https://www.orgtopologies.com/post/redesigning-an-organization-with-cynefin-esturaine-mapping-and-org-topologies) (R&D): applied Merging Product Backlogs; Holding Multi-Team Product Backlog Refinement; Expanding and Sharing the Definition of Done Across Teams; Re-Centering Product Ownership on Strategy and Outcomes; proposed Using Obeya for Org Topology Evolution; Expanding the Product Definition; Expanding Units Toward End-to-End Outcome Ownership; Decentralizing Cross-Cutting Concerns Through Communities; Designing Tailwind Career Paths
- [Studying Elevation Opportunities in Automotive Data Exchange](https://www.orgtopologies.com/post/studying-elevation-opportunities-in-automotive-data-exchange) (Automotive): applied none; proposed Merging Product Backlogs; Forming a Team-of-Teams; Expanding Units Toward End-to-End Outcome Ownership; Minimizing Distance to Customers; Holding Multi-Team Product Backlog Refinement; Re-Centering Product Ownership on Strategy and Outcomes
- [LeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA](https://www.orgtopologies.com/post/less-transformation-in-wartime-ukraine-building-an-adaptive-organization-at-dim-ria) (E-commerce): applied Merging Product Backlogs; Sharing Ownership Across Teams; Re-Centering Product Ownership on Strategy and Outcomes; Holding Multi-Team Product Backlog Refinement; Sharing the Same Cadence Across Teams; Holding Product-Level Reviews; Expanding and Sharing the Definition of Done Across Teams; Volunteering for Work; Slicing Work Vertically; proposed Expanding Units Toward End-to-End Outcome Ownership
- [Rebuilding for Speed and Adaptiveness](https://www.orgtopologies.com/post/rebuilding-for-speed-and-adaptiveness) (Insurance): applied Forming a Team-of-Teams; Re-Centering Product Ownership on Strategy and Outcomes; Sharing the Same Cadence Across Teams; Merging Product Backlogs; Designing Tailwind Career Paths; Applying Evidence-Based Management (EBM) for Capability-Building; proposed Embedding (AI-Assisted) Multi-Learning into Daily Work; Using Synchronous Team Work to Expand Capability and Ownership
- [VUCA-Energy](https://www.orgtopologies.com/post/vuca-energy) (Energy): applied Expanding Units Toward End-to-End Outcome Ownership; proposed Re-Centering Product Ownership on Strategy and Outcomes; Expanding the Product Definition; Minimizing Distance to Customers
- [From Renting Resources to Driving Strategy: A Shift Toward Business-Oriented R&D](https://www.orgtopologies.com/post/from-renting-resources-to-driving-strategy-a-shift-toward-business-oriented-r-d-by-mauro-sacchi) (Energy): applied Re-Centering Product Ownership on Strategy and Outcomes; proposed Expanding the Product Definition; Minimizing Distance to Customers
- [Doing a LeSS Flip in Two Months with Org Topologies](https://www.orgtopologies.com/post/doing-a-less-flip-in-two-months-with-org-topologies) (Energy): applied Enabling Team Self-Design; Volunteering for Work; Forming a Team-of-Teams; Expanding and Sharing the Definition of Done Across Teams; Sharing Ownership Across Teams
- [How Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)](https://www.orgtopologies.com/post/how-much-adaptivity-is-enough-pandadoc-s-journey-with-large-scale-scrum-less-by-denis-salnikov-an) (SaaS): applied Re-Centering Product Ownership on Strategy and Outcomes; Forming a Team-of-Teams; Organizing Around Products, Not Projects
- [Org Topologies Case-Study by Koen Siegers >> "It started over dinner ..."](https://www.orgtopologies.com/post/it-started-over-dinner) (Public sector): applied Expanding and Sharing the Definition of Done Across Teams; Expanding Units Toward End-to-End Outcome Ownership; Sharing Ownership Across Teams; proposed Holding Multi-Team Product Backlog Refinement; Merging Product Backlogs; Designing Tailwind Career Paths
- [Identifying Shared Skills to Elevate a Complex Product Org with Org Topologies](https://www.orgtopologies.com/post/identifying-shared-skills-to-elevate-a-complex-product-organization) (High-tech manufacturing): applied none; proposed Sharing Ownership Across Teams; Forming a Team-of-Teams; Re-Centering Product Ownership on Strategy and Outcomes; Merging Product Backlogs; Holding Multi-Team Product Backlog Refinement; Expanding the Product Definition; Expanding and Sharing the Definition of Done Across Teams; Decentralizing Cross-Cutting Concerns Through Communities; Using Synchronous Team Work to Expand Capability and Ownership
- [Case Studies: Org Topologies in Action](https://www.orgtopologies.com/post/case-studies-org-topologies-in-action) (Multiple): applied Expanding Units Toward End-to-End Outcome Ownership; Sharing Ownership Across Teams; Expanding the Product Definition
- [Elevating an EV Scale-up with Org Topologies](https://www.orgtopologies.com/post/preventing-transformation-mistakes-with-org-topologies) (Energy): applied Merging Product Backlogs; Forming a Team-of-Teams; Re-Centering Product Ownership on Strategy and Outcomes; Expanding Units Toward End-to-End Outcome Ownership; Enabling Team Self-Design; Sharing Ownership Across Teams; Sharing the Same Cadence Across Teams; Expanding and Sharing the Definition of Done Across Teams; Holding Multi-Team Product Backlog Refinement; Designing Tailwind Career Paths; Using Synchronous Team Work to Expand Capability and Ownership; proposed Decentralizing Cross-Cutting Concerns Through Communities
- [Analyzing The Transformation Of A SAP Group At A Large Public Authority (Deloitte)](https://www.orgtopologies.com/post/analyzing-the-transformation-of-a-sap-group-at-a-large-public-authority) (Public sector): applied Forming a Team-of-Teams; Sharing the Same Cadence Across Teams
- [Studying Org Designs of Haier's RDHY and Bayer's DSO](https://www.orgtopologies.com/post/studying-org-designs-of-haier-s-rdhy-and-bayer-s-dso) (Multiple): applied Expanding Units Toward End-to-End Outcome Ownership; Minimizing Distance to Customers; Redefining the Manager Role Around Capability-Building and System Stewardship; Organizing Around Products, Not Projects
- [Case Study: Implementing Obeya at Organization X. A retrospective-experience report with Org Topologies.](https://www.orgtopologies.com/post/implementing-obeya-at-organization-x-a-retrospective-experience-report) (Professional services): applied Using Obeya for Org Topology Evolution
- [Case Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)](https://www.orgtopologies.com/post/case-study-using-org-topologies-to-assess-the-evolutionary-journey-within-eurecat-fped-an-r-d-orga) (Industrial R&D): applied Expanding Units Toward End-to-End Outcome Ownership; Using Synchronous Team Work to Expand Capability and Ownership; Sharing Ownership Across Teams; Redefining the Manager Role Around Capability-Building and System Stewardship; Re-Centering Product Ownership on Strategy and Outcomes
- [\[Français\] Initier l’alignement de son organisation et de sa stratégie avec Org Topologies™](https://www.orgtopologies.com/post/fran%C3%A7ais-initier-l-alignement-de-son-organisation-et-de-sa-strat%C3%A9gie-avec-org-topologies): applied none; proposed Expanding Units Toward End-to-End Outcome Ownership; Applying Evidence-Based Management (EBM) for Capability-Building
- [\[Français\] Org Topologies & Stratégie Kanban pour augmenter son agilité business](https://www.orgtopologies.com/post/fran%C3%A7ais-org-topologies-strat%C3%A9gie-kanban-pour-augmenter-son-agilit%C3%A9-business) (Digital services): applied Expanding Units Toward End-to-End Outcome Ownership; Re-Centering Product Ownership on Strategy and Outcomes; Using Synchronous Team Work to Expand Capability and Ownership; Expanding and Sharing the Definition of Done Across Teams; Minimizing Distance to Customers; Applying Evidence-Based Management (EBM) for Capability-Building; Slicing Work Vertically
- [\[Français\] Cartographie d'un groupe d'équipes avec OrgTopologies](https://www.orgtopologies.com/post/fran%C3%A7ais-cartographie-d-un-groupe-d-%C3%A9quipes-avec-orgtopologies) (Banking): applied none; proposed Forming a Team-of-Teams; Expanding Units Toward End-to-End Outcome Ownership
- [Case Study: Enhancing Strobbo's Agile Journey with Org Topologies](https://www.orgtopologies.com/post/case-study-enhancing-strobbo-s-agile-journey-with-org-topologies) (HR tech): applied Adopting Strategic, Outcome-Based Backlog; Holding Product-Level Reviews; Expanding and Sharing the Definition of Done Across Teams; Using Synchronous Team Work to Expand Capability and Ownership; Re-Centering Product Ownership on Strategy and Outcomes; Slicing Work Vertically; Minimizing Distance to Customers; Merging Product Backlogs; Holding Multi-Team Product Backlog Refinement; Using Obeya for Org Topology Evolution; Designing Tailwind Career Paths
- [Experience Report: Towards Business-Oriented Org Design at Raiffeisen Bank](https://www.orgtopologies.com/post/experience-report-from-domain-based-to-business-oriented-org-design-at-raiffeisen-bank) (Banking): applied Expanding Units Toward End-to-End Outcome Ownership; proposed Forming a Team-of-Teams; Sharing Ownership Across Teams
- [Initiate the alignment of your organization and strategy with Org Topologies™](https://www.orgtopologies.com/post/initiate-the-alignment-of-your-organization-and-strategy-with-org-topologies): applied none; proposed Expanding Units Toward End-to-End Outcome Ownership; Applying Evidence-Based Management (EBM) for Capability-Building
- [Case-Study: Loglass Using Org Topologies to Set Target Org Design](https://www.orgtopologies.com/post/case-study-loglass-using-org-topologies-to-set-target-org-design) (SaaS): applied none; proposed Forming a Team-of-Teams; Enabling Team Self-Design; Volunteering for Work
- [Case Study: Introducing Org Topologies in an Aviation Program](https://www.orgtopologies.com/post/case-study-introducing-org-topologies-in-an-aviation-program) (Aviation): applied none; proposed Expanding Units Toward End-to-End Outcome Ownership; Expanding and Sharing the Definition of Done Across Teams; Re-Centering Product Ownership on Strategy and Outcomes; Using Obeya for Org Topology Evolution; Minimizing Distance to Customers; Expanding the Product Definition; Using Synchronous Team Work to Expand Capability and Ownership
- [Business Agility with Org Topologies and Kanban](https://www.orgtopologies.com/post/business-agility-with-org-topologies-and-kanban) (Digital services): applied Expanding Units Toward End-to-End Outcome Ownership; Using Synchronous Team Work to Expand Capability and Ownership; Minimizing Distance to Customers; Applying Evidence-Based Management (EBM) for Capability-Building; Expanding and Sharing the Definition of Done Across Teams; proposed Sharing Ownership Across Teams
- [Facilitating a Mapping Workshop with Org Topologies™](https://www.orgtopologies.com/post/mapping-a-group-of-teams-with-orgtopologies) (Banking): applied none; proposed Expanding Units Toward End-to-End Outcome Ownership
- [Case Study: Introduction of Org Topologies™ in European Fintech](https://www.orgtopologies.com/post/case-study-introduction-of-org-topologies-in-european-fintech) (Fintech): applied Expanding the Product Definition; Expanding Units Toward End-to-End Outcome Ownership; Minimizing Distance to Customers; Sharing Ownership Across Teams; Re-Centering Product Ownership on Strategy and Outcomes; Embedding (AI-Assisted) Multi-Learning into Daily Work
- [Experience Report in which Steve introduces Marcus to Org Topologies™](https://www.orgtopologies.com/post/experience-report-in-which-steve-introduces-marcus-to-org-topologies) (R&D): applied none; proposed Sharing Ownership Across Teams
- [Case Study: from Component Teams to Team Topologies to FaST Agile](https://www.orgtopologies.com/post/case-study-from-component-teams-to-team-topologies-to-fast-agile) (R&D): applied Expanding Units Toward End-to-End Outcome Ownership; Enabling Team Self-Design; Volunteering for Work; Forming a Team-of-Teams
- [Case Study: Business Banking Transformation Journey at de Volksbank](https://www.orgtopologies.com/post/case-study-the-business-banking-transformation-journey-at-de-volksbank) (Banking): applied Expanding Units Toward End-to-End Outcome Ownership; Moving Toward Multi-Team, Cross-Functional Line Management; Adopting Strategic, Outcome-Based Backlog; Using Obeya for Org Topology Evolution; proposed Redefining the Manager Role Around Capability-Building and System Stewardship
- [Case Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies](https://www.orgtopologies.com/post/case-study-org-topology-scan-of-less-adoption-at-poster) (SaaS): applied Merging Product Backlogs; Re-Centering Product Ownership on Strategy and Outcomes; Sharing Ownership Across Teams; Expanding the Product Definition; Expanding and Sharing the Definition of Done Across Teams; Holding Multi-Team Product Backlog Refinement; Volunteering for Work; proposed Using Synchronous Team Work to Expand Capability and Ownership
- [Case Study: Using Org Topologies™ to Analyze the Agile Transformation Journey at a Large Dutch Bank](https://www.orgtopologies.com/post/org-topologies-to-assess-the-agile-transformation-journey-at-a-large-dutch-bank) (Banking): applied Merging Product Backlogs; Expanding Units Toward End-to-End Outcome Ownership; Holding Product-Level Reviews; proposed Re-Centering Product Ownership on Strategy and Outcomes

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## See the katas at work in 10X ORG

APPENDIX A OF 10X ORG

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