エレベーティング・
カタ。

ジェイ・ガルブレイスのスターモデル™が教えるのは、組織とは組織図でも、ポリシーの寄せ集めでもなく、相互に結びついた設計上の選択のシステムだということです。その選択は意図して行い、足並みをそろえておかなければなりません。

星を成す要素は5つです。戦略から導かれる組織設計基準、そして構造、プロセス、報酬、人材。これらがそろい、互いに支え合っているとき、成果は偶然に左右されず、安定して出るようになります。

一つだけ変えても、ほかの要素が引き戻します。採用も報酬も構造も元のままで、プロセスの上乗せとしてスクラムを入れた会社は、お決まりの結末を迎えます。「アジャイルは死んだ」です。カタは5つの要素すべてに働きかけるので、変化がシステム全体に及びます。

“人は、どう測られ、どう組織され、どう報われるかに応じて行動する。”

1. 1 戦略方向性とゴール

   組織設計の基準: 組織が実現するよう設計される成果です。戦略から導かれ、あらゆる設計判断の物差しになります。

   1. 1.1 プロダクトの定義を広げる8件の事例

      組織が「プロダクト」とみなす範囲を意図的に広げます。チームが狭い部品やタスクではなく、顧客にとっての本当の成果を軸に動けるようにします。

      • 適用済みMultipleCase Studies: Org Topologies in Action

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

      • 適用済みFintechCase Study: Introduction of Org Topologies™ in European Fintech

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

        Alexey Krivitskyによるメモ(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.

      • 適用済みSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • 提案EnergyVUCA-Energy

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

      • 提案EnergyFrom 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.

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

        Named in the text as part of the elevation.

      • 提案AviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Alexey Krivitskyによるメモ(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 プロダクトオーナーシップを戦略と成果に据え直す18件の事例

      プロダクトオーナーシップを、戦略的な意図と価値が出会う位置に置きます。担うのはチーム内の納品の調整ではなく、成果への責任です。チーム単位でローカルにオーナーシップを持つことは避け、共有または一本化したオーナーシップの構造を取り入れます。

      • 適用済みHealth 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.

      • 適用済みHigh-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.

      • 適用済みR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

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

      • 適用済みE-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.

      • 適用済みInsuranceRebuilding for Speed and Adaptiveness

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

      • 適用済みEnergyFrom 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.

      • 適用済みSaaSHow Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)

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

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

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

      • 適用済みIndustrial 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.

        Alexey Krivitskyによるメモ(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.

      • 適用済みDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

        Alexey Krivitskyによるメモ(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.

      • 適用済みFintechCase Study: Introduction of Org Topologies™ in European Fintech

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

      • 適用済みSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 提案AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • 提案EnergyVUCA-Energy

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

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

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

      • 提案AviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • 提案BankingCase 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 戦略的で成果ベースのバックログを採用する3件の事例

      バックログの項目を、アウトプットの約束から、成果についての明示的な仮説へ切り替えます。日々の優先順位づけのなかで、学びとインパクトが見えるようになります。サービス組織では、依頼の種類ではなく顧客の成果を軸にしたサービスキューを採用します。

      • 適用済みHigh-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.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Backlog reframed around adoption and impact.

      • 適用済みBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 プロダクトバックログを統合する12件の事例

      競合するバックログをより少数の共有バックログにまとめて、分断を減らします。価値が生まれる階層で、本当の優先順位づけをせざるをえなくなります。

      • 適用済みR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Three directions' backlogs consolidated into shared backlogs.

      • 適用済みE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        All managers' separate backlogs merged into one Product Backlog.

      • 適用済みInsuranceRebuilding for Speed and Adaptiveness

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

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitskyによるメモ(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.

      • 適用済みSaaSCase 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.

      • 適用済みBankingCase 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.

      • 提案Health 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.

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

        Listed as a potential future kata.

      • 提案AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 プロジェクトではなくプロダクトで組織する2件の事例

      一時的なプロジェクト単位の分割をやめ、長く続くプロダクトのオーナーシップに置き換えます。学びと説明責任が時間をまたいで保たれます。

      • 適用済みSaaSHow Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)

        Long-lived stable teams as the core organizational unit.

      • 適用済みMultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

        Units are formed around product lines, not projects.

   6. 1.6 顧客との距離を縮める9件の事例

      チームと顧客が直接、定期的に接する機会をつくります。判断が、思い込みや代理の情報ではなく現実にもとづくようになります。

      • 適用済みMultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

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

      • 適用済みDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

      • 適用済みDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

      • 適用済みFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Forgotten-PW team talked directly to customers.

        Alexey Krivitskyによるメモ(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.

      • 提案AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • 提案EnergyVUCA-Energy

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

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

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

      • 提案AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Alexey Krivitskyによるメモ(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 構造権力、権限、組織

   権力と権限がどう配分されているかです。役割、組織単位、報告ラインなど、誰が誰に報告するかという基本的な骨格を指します。

   1. 2.1 組織単位をエンドツーエンドの成果オーナーシップへ広げる23件の事例

      チームの権限を広げて、意図から実現した価値まで仕事をやり切れるようにします。実際にやってみると、仕事の「準備」や「仕上げ」だけを担う別組織をなくして、組織を簡素にする必要が見えてきます。その結果、組織設計はまとまりと適応力を増します。

      • 適用済みE-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.

      • 適用済みHigh-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.

      • 適用済みEnergyVUCA-Energy

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

      • 適用済みPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

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

      • 適用済みMultipleCase Studies: Org Topologies in Action

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

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • 適用済みMultipleStudying 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.

      • 適用済みIndustrial 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.

      • 適用済みDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 適用済みBankingExperience Report: Towards Business-Oriented Org Design at Raiffeisen Bank

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

        Alexey Krivitskyによるメモ(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.

      • 適用済みDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Alexey Krivitskyによるメモ(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.

      • 適用済みFintechCase Study: Introduction of Org Topologies™ in European Fintech

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

      • 適用済みR&DCase Study: from Component Teams to Team Topologies to FaST Agile

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

      • 適用済みBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • 適用済みBankingCase 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.

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

        Listed as a long-term strategy.

      • 提案AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • 提案Banking[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.

      • 提案Initiate 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%.

      • 提案AviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Alexey Krivitskyによるメモ(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.

      • 提案BankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 チーム・オブ・チームズをつくる13件の事例

      共通のゴールにチームが足並みをそろえつつ、実行の自律性は保てる、軽い構造をつくります。

      • 適用済みHealth 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.

      • 適用済みHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Target: three partial-solution teams coordinating themselves.

      • 適用済みInsuranceRebuilding for Speed and Adaptiveness

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

      • 適用済みEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

      • 適用済みSaaSHow Much Adaptivity Is Enough? PandaDoc's Journey with Large-Scale Scrum (LeSS)

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

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

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

      • 適用済みPublic 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.

      • 適用済みR&DCase Study: from Component Teams to Team Topologies to FaST Agile

        Seven coupled teams merged into one collective.

      • 提案AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Alexey Krivitskyによるメモ(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.

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

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

   3. 2.3 複数チームにまたがるクロスファンクショナルなライン・マネジメントへ移る1 case

      マネジメントの焦点を、個々のチームから複数チームにまたがる価値領域へ移します。境界を越えた調整と学びが可能になります。

      • 適用済みBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 マネージャーの役割を、能力開発とシステムのスチュワードシップへ再定義する3件の事例

      マネージャーの仕事を、指示を出すことから、人を育て権限を広げることへ移します。より広いエンドツーエンドの責任を担うのに必要な能力と判断力を育てながら、仕事を取り巻くシステムのスチュワードを務めます。

      • 適用済みMultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

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

      • 適用済みIndustrial 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.

      • 提案BankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 チームの自己設計を可能にする4件の事例

      戦略と権限の明確な枠のなかで、チームが自分たちの構成と境界を再設計できるようにします。オーナーシップと目的への適合度が高まります。

      • 適用済みEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

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

      • 適用済みR&DCase Study: from Component Teams to Team Topologies to FaST Agile

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 横断的な関心事をコミュニティで分散して担う4件の事例

      アーキテクチャのガイドライン、標準、ポリシーといった横断的な関心事のオーナーシップを分散します。自己組織化するコミュニティが協力してプラクティスを進化させるので、中央の調整への依存が減ります。

      • 適用済みE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • 提案EnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 チーム間でオーナーシップを共有する12件の事例

      技術的なオーナーシップの境界を広げ、専門家や門番を待たずに、チームが問題を改善・修正できるようにします。ソフトウェア開発では、チームがコードベース全体で作業できることを意味します。サービス組織では、プロセス、ポリシー、ケース対応のオーナーシップを共有します。

      • 適用済みE-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.

      • 適用済みEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • 適用済みPublic 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.

      • 適用済みMultipleCase Studies: Org Topologies in Action

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

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • 適用済みIndustrial 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.

      • 適用済みFintechCase Study: Introduction of Org Topologies™ in European Fintech

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

      • 適用済みSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

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

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

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

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

      • 提案Digital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 プロセス情報と意思決定の流れ

   仕事と情報がどう流れるかです。ガバナンスの定例、計画と予算のサイクル、意思決定のプロセスなどを指します。

   1. 3.1 完成の定義を広げ、チーム間で共有する12件の事例

      完成の定義を、本当の完全さと品質を含むよう継続的に広げます。隠れた仕事、引き継ぎ、終盤の想定外が減ります。

      • 適用済みHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned DoD that covers operations.

      • 適用済みR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        A shared Definition of Done was established across teams.

      • 適用済みE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

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

      • 適用済みEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

      • 適用済みPublic sectorOrg Topologies Case-Study by Koen Siegers >> "It started over dinner ..."

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

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

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

      • 適用済みDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        DoD workshops and visible undone work.

      • 適用済みDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

      • 適用済みSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

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

        Named in the text as part of the elevation.

      • 提案AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Alexey Krivitskyによるメモ(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 チーム間で同じケイデンスを共有する4件の事例

      計画、レビュー、学びの共通のリズムをつくり、仕事の実行と検査が見える状態にします。

      • 適用済みE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

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

      • 適用済みInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • 適用済みPublic 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 仕事に手を挙げる5件の事例

      あらかじめ決められた割り当てに頼らず、個人やチームが価値の最も高いところで仕事を引き取れるようにします。組織の柔軟性と共有されたオーナーシップが高まります。オープンスペース形式のセッションなど、意図的な自己選択の仕組みで実現できます。

      • 適用済みE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Teams choose which backlog items to take in Sprint Planning.

      • 適用済みEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

      • 適用済みR&DCase Study: from Component Teams to Team Topologies to FaST Agile

        Open Space self-selection of work each FaST cycle.

      • 適用済みSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 提案SaaSCase-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 複数チームでプロダクトバックログのリファインメントを行う9件の事例

      複数のチームが定期的に集まり、これからの仕事、リスク、調整事項について、実行の前に共通理解をつくります。

      • 適用済みHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned joint refinement across the three teams.

      • 適用済みR&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Teams began refining work together across teams.

      • 適用済みE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

        Initial and regular multi-team refinement in mixed groups.

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitskyによるメモ(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.

      • 適用済みSaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 提案AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 プロダクト単位のレビューを行う4件の事例

      個々のチームのアウトプットではなく、統合されたプロダクトの成果を検査します。学びが適切な階層にとどまります。サービス組織では、部門の指標ではなく、エンドツーエンドのサービス成果をレビューします。このカタは、スプリントレビュー・バザーのような形式で実現されることが多くあります。ステークホルダーや顧客が、発表をただ聞くのではなく、動く成果物を自分で触って確かめ、直接フィードバックします。

      • 適用済みE-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.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

      • 適用済みBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 仕事を縦に切る3件の事例

      部分的な進捗ではなく、学びと価値を届けるエンドツーエンドの増分に、仕事を分ける練習をします。

      • 適用済みE-commerceLeSS Transformation in Wartime Ukraine: Building an Adaptive Organization at DIM.RIA

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

      • 適用済みDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Découpage en petits incréments livrables.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Story mapping used to slice valuable increments.

   7. 3.7 チーム間で仕事を継続的に統合する

      関わるすべてのチームとエージェントの仕事を、まとめて後で突き合わせるのではなく、継続的に統合します。統合のリスクと遅れが減ります。ソフトウェアの現場では、トランクベース開発、モノレポ、そして(ツールではなくプラクティスとしての)継続的インテグレーションで実現されるのが一般的です。

      このカタを挙げている公開事例は、まだありません。

   8. 3.8 組織トポロジーの進化にObeyaを使う5件の事例

      戦略、エビデンス、組織設計の制約をつなぐ共有の意思決定の場を持ちます。デリバリーを追うだけでなく、トポロジーを意図的に進化させられます。

      • 適用済みProfessional 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.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitskyによるメモ(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.

      • 適用済みBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • 提案AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Alexey Krivitskyによるメモ(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 能力開発にエビデンスベース・マネジメント(EBM)を適用する5件の事例

      目標による管理ではなく、意味のある少数の指標を定期的なレビューで使い、学びと改善を導きます。

      • 適用済みInsuranceRebuilding for Speed and Adaptiveness

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

      • 適用済みDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 適用済みDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Alexey Krivitskyによるメモ(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.

      • 提案[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.

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

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

4. 4 報酬インセンティブと動機づけ

   人がどう動機づけられ、方向づけられるかです。給与、昇進、評価・称賛のほか、公式・非公式のインセンティブを指します。

   1. 4.1 個人の成果インセンティブを弱める

      システム全体の成果を犠牲にして、部分最適を促すインセンティブの仕組みを減らします。

      このカタを挙げている公開事例は、まだありません。

   2. 4.2 追い風のキャリアパスを設計する6件の事例

      能力の成長とマルチラーニングに報いるキャリアの仕組みをつくります。従業員が価値ある成果に貢献することを後押しします。

      • 適用済みInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitskyによるメモ(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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 ビヨンド・バジェッティングを実践する

      硬直した年次計画の縛りをゆるめ、学びや優先順位の変化に合わせてリソースを動かせるようにします。

      このカタを挙げている公開事例は、まだありません。

5. 5 人材スキル、マインドセット、能力

   必要なスキル、マインドセット、キャパシティです。戦略上の必要に合わせて、組織が人をどう採用し、育て、伸ばすかを指します。

   1. 5.1 (AIを活用した)マルチラーニングを日々の仕事に組み込む2件の事例

      AIを使って、成果を出しながら新しいスキルを学ぶコストを下げます。チームが責任をもって引き受けられる範囲が広がります。

      • 適用済みFintechCase Study: Introduction of Org Topologies™ in European Fintech

        Alexey Krivitskyによるメモ(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.

      • 提案InsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 同期的なチームワークで能力とオーナーシップを広げる11件の事例

      ペアリング、モブ、その他の本当の同期的な協働を、役割・チーム・機能の境界をまたいで行います。スキルを意図的に伸ばし、専門家や引き継ぎへの依存を減らします。

      • 適用済みHigh-tech manufacturingDesigning for Paradigm: Bringing Business and IT Together at Europe’s Largest Tech Firm

        Planned pairing and mobbing across business and IT.

      • 適用済みEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • 適用済みIndustrial 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.

        Alexey Krivitskyによるメモ(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.

        Alexey Krivitskyによるメモ(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.

      • 適用済みDigital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 適用済みHR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

      • 適用済みDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • 提案Health 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).

      • 提案InsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • 提案AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Alexey Krivitskyによるメモ(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.

      • 提案SaaSCase 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.

各要素の定義は 10X ORG から引用しています。同書には、Katalog の全体も載っています。

applied proposed or planned 戦略 構造 プロセス 報酬 人材