Elevating
Katas.

El Star Model™ de Jay Galbraith enseña que una organización no es solo su organigrama ni la suma de sus políticas, sino un sistema de decisiones de diseño interconectadas que hay que tomar de forma deliberada y mantener sincronizadas.

La estrella tiene cinco elementos: los criterios de diseño organizacional derivados de la estrategia, la estructura, los procesos, las recompensas y las personas. Cuando están alineados y se refuerzan entre sí, el rendimiento se vuelve más fiable y menos accidental.

Si cambias solo uno, los demás tiran hacia atrás. Una empresa que adopta Scrum como un añadido de procesos, mientras la contratación, las recompensas y la estructura siguen igual, obtiene el resultado previsible: “Agile ha muerto”. Los katas trabajan sobre los cinco elementos, así que el cambio se vuelve sistémico.

“Las personas se comportan según cómo se las mide, se las organiza y se las recompensa.”

1. 1 EstrategiaDirección y objetivos

   Criterios de diseño organizacional: Los resultados que la organización está diseñada para lograr se derivan de la estrategia y sirven de referencia para todas las decisiones de diseño.

   1. 1.1 Ampliar la definición del producto8 casos

      Ampliar deliberadamente lo que la organización considera "el producto", para que los equipos se orienten a resultados reales para el cliente y no a componentes o tareas estrechos.

      • AplicadoMultipleCase Studies: Org Topologies in Action

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

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

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

        Nota de 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.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • PropuestoEnergyVUCA-Energy

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

      • PropuestoEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • PropuestoAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Nota de 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 Recentrar el rol de Product Owner en la estrategia y los outcomes18 casos

      Situar la responsabilidad sobre el producto donde se encuentran la intención estratégica y el valor, con responsabilidad sobre los outcomes y no sobre la coordinación de entregas por equipo. Esto exige evitar la propiedad local del producto a nivel de equipo e introducir estructuras de propiedad del producto compartidas o unificadas.

      • AplicadoHealth 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.

      • AplicadoHigh-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.

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

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

      • AplicadoE-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.

      • AplicadoInsuranceRebuilding for Speed and Adaptiveness

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

      • AplicadoEnergyFrom 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.

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

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

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

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

      • AplicadoIndustrial 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.

        Nota de 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.

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

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

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

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

        Nota de 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.

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

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

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

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

      • PropuestoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • PropuestoEnergyVUCA-Energy

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

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

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

      • PropuestoAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • PropuestoBankingCase 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 Adoptar un backlog estratégico basado en outcomes3 casos

      Pasar los ítems del backlog de compromisos de outputs a hipótesis explícitas de outcomes, haciendo visibles el aprendizaje y el impacto en la priorización diaria. En organizaciones de servicios: adoptar colas de servicio planteadas en torno a los outcomes del cliente, no a tipos de solicitud.

      • AplicadoHigh-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.

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

        Backlog reframed around adoption and impact.

      • AplicadoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Fusionar backlogs de producto12 casos

      Reducir la fragmentación consolidando backlogs que compiten en menos backlogs compartidos, para forzar una priorización real en el nivel donde se crea el valor.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • AplicadoInsuranceRebuilding for Speed and Adaptiveness

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

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Nota de 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.

      • AplicadoSaaSCase 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.

      • AplicadoBankingCase 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.

      • PropuestoHealth 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.

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

        Listed as a potential future kata.

      • PropuestoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Organizarse en torno a productos, no a proyectos2 casos

      Sustituir los cortes temporales de proyecto por la propiedad duradera de productos, preservando el aprendizaje y la responsabilidad en el tiempo.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Minimizar la distancia a los clientes9 casos

      Crear un contacto regular y directo entre los equipos y los clientes, para que las decisiones se basen en la realidad y no en suposiciones o intermediarios.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • AplicadoDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Nota de 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.

      • PropuestoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • PropuestoEnergyVUCA-Energy

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

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

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

      • PropuestoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Nota de 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 EstructuraPoder, autoridad, organización

   Cómo se distribuyen el poder y la autoridad: roles, unidades, líneas de reporte y la arquitectura básica de quién reporta a quién.

   1. 2.1 Ampliar las unidades hacia la propiedad de outcomes de extremo a extremo23 casos

      Ampliar los mandatos de los equipos para que puedan completar el trabajo desde la intención hasta el valor realizado. En la práctica, esto suele revelar la necesidad de simplificar la organización eliminando las unidades separadas responsables de "preparar" o "terminar" el trabajo, lo que da un diseño organizacional más coherente y adaptativo.

      • AplicadoE-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.

      • AplicadoHigh-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.

      • AplicadoEnergyVUCA-Energy

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

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

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

      • AplicadoMultipleCase Studies: Org Topologies in Action

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

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • AplicadoMultipleStudying 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.

      • AplicadoIndustrial 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.

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

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

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

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

        Nota de 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.

      • AplicadoDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Nota de 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.

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

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

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

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

      • AplicadoBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • AplicadoBankingCase 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.

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

        Listed as a long-term strategy.

      • PropuestoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • PropuestoBanking[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.

      • PropuestoInitiate 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%.

      • PropuestoAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Nota de 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.

      • PropuestoBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Formar un equipo de equipos13 casos

      Crear una estructura ligera en la que los equipos se alinean en torno a objetivos compartidos y conservan su autonomía en la ejecución.

      • AplicadoHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • AplicadoInsuranceRebuilding for Speed and Adaptiveness

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

      • AplicadoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

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

      • AplicadoPublic 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.

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

        Seven coupled teams merged into one collective.

      • PropuestoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Nota de 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.

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

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

   3. 2.3 Avanzar hacia una línea de gestión multiequipo y multifuncional1 case

      Trasladar el foco de la gestión de equipos individuales a áreas de valor con varios equipos, facilitando la coordinación y el aprendizaje más allá de las fronteras.

      • AplicadoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Redefinir el rol del gerente en torno al desarrollo de capacidades y el cuidado del sistema3 casos

      Pasar a los gerentes de dar instrucciones a hacer crecer a las personas y ampliar mandatos: desarrollar las capacidades y el criterio necesarios para una propiedad más amplia, de extremo a extremo, mientras cuidan el sistema que rodea al trabajo.

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

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

      • AplicadoIndustrial 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.

      • PropuestoBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Habilitar el autodiseño de los equipos4 casos

      Permitir que los equipos rediseñen su propia composición y sus límites dentro de restricciones claras de estrategia y mandato, aumentando la apropiación y la adecuación al propósito.

      • AplicadoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Descentralizar las preocupaciones transversales mediante comunidades4 casos

      Descentralizar la propiedad de las preocupaciones transversales (como guías de arquitectura, estándares y políticas) permitiendo que comunidades autoorganizadas hagan evolucionar las prácticas de forma colaborativa, y reduciendo la dependencia de una coordinación centralizada.

      • AplicadoE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • PropuestoEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Compartir la propiedad entre equipos12 casos

      Ampliar los límites de la propiedad técnica para que los equipos puedan mejorar y corregir problemas sin esperar a especialistas o guardianes. En el desarrollo de software, esto implica permitir que los equipos trabajen en todo el código. En organizaciones de servicios: compartir la propiedad de procesos, políticas o gestión de casos.

      • AplicadoE-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.

      • AplicadoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • AplicadoPublic 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.

      • AplicadoMultipleCase Studies: Org Topologies in Action

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

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • AplicadoIndustrial 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.

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

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

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

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

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

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

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

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

      • PropuestoDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProcesosFlujos de información y decisión

   Cómo fluyen el trabajo y la información: rutinas de gobierno, ciclos de planificación y presupuesto, y procesos de toma de decisiones.

   1. 3.1 Ampliar y compartir la Definition of Done entre equipos12 casos

      Ampliar continuamente la Definition of Done para incluir la completitud y la calidad reales, reduciendo el trabajo oculto, los traspasos y las sorpresas tardías.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • AplicadoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • AplicadoDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • PropuestoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Nota de 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 Compartir la misma cadencia entre equipos4 casos

      Crear transparencia para hacer e inspeccionar el trabajo en un ritmo compartido de planificación, revisión y aprendizaje.

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

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

      • AplicadoInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • AplicadoPublic 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 Ofrecerse voluntariamente para el trabajo5 casos

      Permitir que personas y equipos tomen el trabajo donde el valor es mayor, en lugar de depender de asignaciones predefinidas. Este kata aumenta la flexibilidad organizacional y la propiedad compartida, y puede llevarse a cabo con mecanismos deliberados de autoselección (por ejemplo, sesiones al estilo Open Space).

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

        Teams choose which backlog items to take in Sprint Planning.

      • AplicadoEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • PropuestoSaaSCase-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 Hacer refinamiento del backlog de producto multiequipo9 casos

      Reunir con regularidad a varios equipos para construir una comprensión compartida del trabajo futuro, los riesgos y la coordinación antes de ejecutar.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Nota de 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.

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

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

      • PropuestoAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Hacer revisiones a nivel de producto4 casos

      Inspeccionar los outcomes integrados del producto y no los outputs aislados de cada equipo, manteniendo el aprendizaje en el nivel adecuado. En organizaciones de servicios: revisar los outcomes del servicio de extremo a extremo, no las métricas departamentales. Este kata suele realizarse con formatos como los Sprint Review Bazaars, donde stakeholders y clientes exploran activamente soluciones funcionando y dan feedback directo, en lugar de consumir presentaciones de forma pasiva.

      • AplicadoE-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.

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

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

      • AplicadoBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Dividir el trabajo verticalmente3 casos

      Practicar la división del trabajo en incrementos de extremo a extremo que aportan aprendizaje y valor, no avance parcial.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Integrar el trabajo continuamente entre equipos

      Reducir el riesgo y los retrasos de integración integrando el trabajo de forma continua entre todos los equipos y agentes que contribuyen, en lugar de acumularlo y conciliarlo tarde. En contextos de software, suele lograrse con prácticas como el desarrollo basado en trunk, los monorepos y la integración continua como práctica (no como herramienta).

      Aún ningún caso de estudio publicado menciona este kata.

   8. 3.8 Usar Obeya para la evolución de la topología organizacional5 casos

      Usar un espacio de decisión compartido para conectar la estrategia, la evidencia y las restricciones del diseño organizacional, permitiendo una evolución deliberada de la topología y no solo el seguimiento de las entregas.

      • AplicadoProfessional 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.

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

        Nota de 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.

      • AplicadoBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • PropuestoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Nota de 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 Aplicar Evidence-Based Management (EBM) para desarrollar capacidades5 casos

      Usar un conjunto reducido de medidas significativas en revisiones regulares para guiar el aprendizaje y la mejora, en lugar de gestionar por objetivos.

      • AplicadoInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • AplicadoDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Nota de 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.

      • Propuesto[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.

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

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

4. 4 RecompensasIncentivos y motivación

   Cómo se motiva y se orienta a las personas: compensación, ascensos, reconocimiento y otros incentivos formales e informales.

   1. 4.1 Restar peso a los incentivos de desempeño individual

      Reducir las estructuras de incentivos que impulsan la optimización local a costa del desempeño del sistema.

      Aún ningún caso de estudio publicado menciona este kata.

   2. 4.2 Diseñar trayectorias profesionales de viento a favor6 casos

      Crear sistemas de carrera que premien el crecimiento de capacidades y el multi-learning, para apoyar la contribución de las personas a resultados valiosos.

      • AplicadoInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Nota de 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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Implementar Beyond Budgeting

      Flexibilizar las rígidas restricciones de la planificación anual para que los recursos se muevan a medida que cambian el aprendizaje y las prioridades.

      Aún ningún caso de estudio publicado menciona este kata.

5. 5 PersonasHabilidades, mentalidades, capacidades

   Las habilidades, mentalidades y capacidades necesarias: cómo la organización recluta, desarrolla y hace crecer a las personas para responder a sus necesidades estratégicas.

   1. 5.1 Integrar el multi-learning (asistido por IA) en el trabajo diario2 casos

      Usar la IA para reducir el costo de aprender nuevas habilidades mientras se entrega, ampliando lo que los equipos pueden asumir con responsabilidad.

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

        Nota de 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.

      • PropuestoInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Usar el trabajo sincrónico en equipo para ampliar la capacidad y la propiedad11 casos

      Aplicar pairing, mobbing y otras formas de trabajo sincrónico real a través de fronteras de rol, equipo y función, para hacer crecer deliberadamente las habilidades y reducir la dependencia de especialistas o traspasos.

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

        Planned pairing and mobbing across business and IT.

      • AplicadoEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • AplicadoIndustrial 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.

        Nota de 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.

        Nota de 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.

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

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

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

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

      • AplicadoDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • PropuestoHealth 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).

      • PropuestoInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • PropuestoAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Nota de 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.

      • PropuestoSaaSCase 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.

Las definiciones de los elementos están citadas de 10X ORG, que también enumera el Katalog completo.

applied proposed or planned Estrategia Estructura Procesos Recompensas Personas