Elevating
Katas.

Het Star Model™ van Jay Galbraith leert dat een organisatie niet alleen haar organogram is of de som van haar beleid, maar een systeem van onderling verbonden ontwerpkeuzes die bewust gemaakt en op elkaar afgestemd moeten blijven.

De ster bestaat uit vijf elementen: de ontwerpcriteria die uit de strategie voortkomen, structuur, processen, beloningen en mensen. Als ze op elkaar aansluiten en elkaar versterken, worden prestaties betrouwbaarder en minder toevallig.

Verander er maar één en de rest trekt terug. Een bedrijf dat Scrum als proces-add-on invoert, terwijl werving, beloning en structuur blijven zoals ze waren, krijgt het voorspelbare resultaat: ‘Agile is dood.’ De katas werken op alle vijf elementen, zodat verandering systemisch wordt.

“Mensen gedragen zich naar hoe ze worden gemeten, georganiseerd en beloond.”

1. 1 StrategieRichting en doelen

   Ontwerpcriteria voor de organisatie: De uitkomsten die de organisatie moet bereiken, afgeleid uit de strategie, vormen de maatstaf voor alle ontwerpkeuzes.

   1. 1.1 De productdefinitie verbreden8 cases

      Verbreed bewust wat de organisatie "het product" noemt, zodat teams zich richten op echte klantuitkomsten in plaats van op smalle componenten of taken.

      • ToegepastMultipleCase Studies: Org Topologies in Action

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

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

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

        Notitie van 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.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • VoorgesteldEnergyVUCA-Energy

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

      • VoorgesteldEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • VoorgesteldAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Notitie van Alexey Krivitsky, 2024-12: Roadmap Based on Customer Journeys: Routinely aligning development efforts with end-to-end customer experiences. By iteratively refining a customer-centric roadmap, teams continuously close gaps between business goals and technical execution.

   2. 1.2 Product ownership weer centreren op strategie en outcomes18 cases

      Plaats product ownership waar strategische intentie en waarde samenkomen, met verantwoordelijkheid voor outcomes in plaats van coördinatie van de oplevering op teamniveau. Dat vraagt om lokale product ownership per team te vermijden en gedeelde of eenduidige product ownership-structuren in te voeren.

      • ToegepastHealth 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.

      • ToegepastHigh-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.

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

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

      • ToegepastE-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.

      • ToegepastInsuranceRebuilding for Speed and Adaptiveness

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

      • ToegepastEnergyFrom 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.

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

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

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

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

      • ToegepastIndustrial 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.

        Notitie van 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.

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

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

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

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

        Notitie van 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.

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

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

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

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

      • VoorgesteldAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • VoorgesteldEnergyVUCA-Energy

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

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

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

      • VoorgesteldAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • VoorgesteldBankingCase 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 Een strategische, op outcomes gebaseerde backlog invoeren3 cases

      Verschuif backlogitems van toezeggingen over output naar expliciete outcome-hypotheses, zodat leren en impact zichtbaar worden in de dagelijkse prioritering. In dienstverlenende organisaties: servicequeues die zijn geformuleerd rond klantuitkomsten, niet rond soorten verzoeken.

      • ToegepastHigh-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.

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

        Backlog reframed around adoption and impact.

      • ToegepastBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Product Backlogs samenvoegen12 cases

      Verminder versnippering door concurrerende backlogs samen te voegen tot minder gedeelde backlogs, zodat echt geprioriteerd wordt op het niveau waar waarde ontstaat.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • ToegepastInsuranceRebuilding for Speed and Adaptiveness

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

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Notitie van 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.

      • ToegepastSaaSCase 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.

      • ToegepastBankingCase 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.

      • VoorgesteldHealth 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.

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

        Listed as a potential future kata.

      • VoorgesteldAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Organiseren rond producten, niet rond projecten2 cases

      Vervang tijdelijke projectschijven door duurzaam eigenaarschap van producten, zodat leren en verantwoording in de tijd behouden blijven.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 De afstand tot klanten minimaliseren9 cases

      Zorg voor regelmatig, direct contact tussen teams en klanten, zodat beslissingen berusten op de werkelijkheid in plaats van op aannames of tussenpersonen.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • ToegepastDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Notitie van 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.

      • VoorgesteldAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • VoorgesteldEnergyVUCA-Energy

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

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

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

      • VoorgesteldAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Notitie van 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 StructuurMacht, gezag, organisatie

   Hoe macht en gezag zijn verdeeld: rollen, eenheden, rapportagelijnen en de basisarchitectuur van wie aan wie rapporteert.

   1. 2.1 Eenheden uitbreiden naar end-to-end eigenaarschap van outcomes23 cases

      Verbreed de mandaten van teams, zodat ze het werk kunnen afronden van intentie tot gerealiseerde waarde. In de praktijk blijkt vaak dat de organisatie eenvoudiger moet worden, door aparte eenheden af te schaffen die werk "voorbereiden" of "afmaken". Het resultaat is een coherenter en wendbaarder org-ontwerp.

      • ToegepastE-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.

      • ToegepastHigh-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.

      • ToegepastEnergyVUCA-Energy

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

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

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

      • ToegepastMultipleCase Studies: Org Topologies in Action

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

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • ToegepastMultipleStudying 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.

      • ToegepastIndustrial 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.

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

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

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

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

        Notitie van 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.

      • ToegepastDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Notitie van 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.

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

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

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

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

      • ToegepastBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • ToegepastBankingCase 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.

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

        Listed as a long-term strategy.

      • VoorgesteldAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • VoorgesteldBanking[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.

      • VoorgesteldInitiate 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%.

      • VoorgesteldAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Notitie van 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.

      • VoorgesteldBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Een team of teams vormen13 cases

      Creëer een lichte structuur waarin teams zich afstemmen op gedeelde doelen en zelf bepalen hoe ze uitvoeren.

      • ToegepastHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • ToegepastInsuranceRebuilding for Speed and Adaptiveness

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

      • ToegepastEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

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

      • ToegepastPublic 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.

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

        Seven coupled teams merged into one collective.

      • VoorgesteldAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Notitie van 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.

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

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

   3. 2.3 Naar multi-team, cross-functionele lijnaansturing1 case

      Verschuif de aandacht van management van afzonderlijke teams naar waardegebieden met meerdere teams, zodat coördinatie en leren over grenzen heen mogelijk worden.

      • ToegepastBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 De rol van de manager herdefiniëren rond capability-opbouw en systeemrentmeesterschap3 cases

      Laat managers minder instructies geven en meer mensen laten groeien en mandaten verbreden: het vermogen en het oordeelsvermogen ontwikkelen voor breder, end-to-end eigenaarschap, terwijl ze zorgen voor het systeem rond het werk.

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

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

      • ToegepastIndustrial 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.

      • VoorgesteldBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Team-zelfontwerp mogelijk maken4 cases

      Laat teams hun eigen samenstelling en grenzen herontwerpen binnen heldere strategische en mandaatkaders, voor meer eigenaarschap en een betere fit for purpose.

      • ToegepastEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Overkoepelende thema's decentraliseren via communities4 cases

      Decentraliseer het eigenaarschap van overkoepelende thema's (zoals architectuurrichtlijnen, standaarden en beleid) door zelforganiserende communities praktijken samen te laten ontwikkelen, zodat minder afhankelijkheid van centrale coördinatie ontstaat.

      • ToegepastE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • VoorgesteldEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Eigenaarschap delen over teams heen12 cases

      Verbreed de grenzen van technisch eigenaarschap, zodat teams problemen kunnen verbeteren en oplossen zonder te wachten op specialisten of poortwachters. In softwareontwikkeling betekent dit dat teams in de hele codebase mogen werken. In dienstverlenende organisaties: eigenaarschap van processen, beleid of dossierbehandeling delen.

      • ToegepastE-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.

      • ToegepastEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • ToegepastPublic 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.

      • ToegepastMultipleCase Studies: Org Topologies in Action

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

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • ToegepastIndustrial 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.

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

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

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

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

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

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

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

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

      • VoorgesteldDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProcessenInformatie- en besluitstromen

   Hoe werk en informatie stromen: bestuursroutines, plannings- en budgetcycli en besluitvormingsprocessen.

   1. 3.1 De Definition of Done verbreden en delen over teams heen12 cases

      Verbreed de Definition of Done voortdurend zodat ze echte volledigheid en kwaliteit omvat, en verborgen werk, overdrachten en late verrassingen afnemen.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • ToegepastEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • ToegepastDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • VoorgesteldAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Notitie van 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 Dezelfde cadans delen over teams heen4 cases

      Maak transparant hoe het werk wordt gedaan en geïnspecteerd, in een gedeeld ritme van plannen, reviewen en leren.

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

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

      • ToegepastInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • ToegepastPublic 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 Zich vrijwillig melden voor werk5 cases

      Laat individuen en teams werk oppakken waar de waarde het hoogst is, in plaats van te leunen op vooraf toegewezen taken. Deze kata vergroot de flexibiliteit en het gedeelde eigenaarschap van de organisatie en kan worden ingevoerd met bewuste zelfselectiemechanismen (bijvoorbeeld sessies in de stijl van Open Space).

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

        Teams choose which backlog items to take in Sprint Planning.

      • ToegepastEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • VoorgesteldSaaSCase-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 Multi-team Product Backlog Refinement houden9 cases

      Breng regelmatig meerdere teams samen om vóór de uitvoering een gedeeld begrip op te bouwen van komend werk, risico's en coördinatie.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Notitie van 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.

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

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

      • VoorgesteldAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Reviews op productniveau houden4 cases

      Inspecteer geïntegreerde productoutcomes in plaats van losse teamoutputs, zodat het leren op het juiste niveau blijft. In dienstverlenende organisaties: end-to-end serviceoutcomes beoordelen, niet afdelingsmetrics. Deze kata wordt vaak gerealiseerd met formats zoals Sprint Review Bazaars, waarin stakeholders en klanten werkende oplossingen actief verkennen en direct feedback geven in plaats van passief presentaties te consumeren.

      • ToegepastE-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.

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

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

      • ToegepastBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Werk verticaal opknippen3 cases

      Oefen met het opdelen van werk in end-to-end increments die leren en waarde opleveren, geen deelvoortgang.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Werk continu integreren over teams heen

      Verminder integratierisico en vertraging door werk continu te integreren over alle bijdragende teams en agents, in plaats van het te bundelen en laat af te stemmen. In software wordt dit gewoonlijk gerealiseerd met praktijken als trunk-based development, monorepo's en continuous integration als praktijk (niet als tool).

      Nog geen gepubliceerde case noemt deze kata.

   8. 3.8 Obeya gebruiken voor de evolutie van de org-topologie5 cases

      Gebruik een gedeelde beslisruimte om strategie, bewijs en randvoorwaarden van het org-ontwerp te verbinden, zodat de topologie bewust kan evolueren in plaats van dat alleen de oplevering wordt gevolgd.

      • ToegepastProfessional 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.

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

        Notitie van 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.

      • ToegepastBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • VoorgesteldAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Notitie van Alexey Krivitsky, 2024-12: Visual Management (Obeya Room): Consistently maintaining a visual, transparent workspace where teams track progress and highlight impediments. This continuous improvement routine builds shared understanding, faster decision-making, and quicker response to issues.

   9. 3.9 Evidence-Based Management (EBM) toepassen voor capability-opbouw5 cases

      Gebruik een kleine set betekenisvolle metingen in reguliere reviews om leren en verbetering te sturen, in plaats van te managen op doelstellingen.

      • ToegepastInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • ToegepastDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Notitie van 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.

      • Voorgesteld[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.

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

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

4. 4 BeloningPrikkels en motivatie

   Hoe mensen worden gemotiveerd en gestuurd: salaris, promoties, erkenning en andere formele en informele prikkels.

   1. 4.1 Individuele prestatieprikkels minder benadrukken

      Verminder prikkelstructuren die lokale optimalisatie aanjagen ten koste van de prestaties van het systeem.

      Nog geen gepubliceerde case noemt deze kata.

   2. 4.2 Tailwind-loopbaanpaden ontwerpen6 cases

      Creëer loopbaansystemen die groei in vermogen en multi-learning belonen, zodat medewerkers bijdragen aan waardevolle outcomes.

      • ToegepastInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Notitie van 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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Beyond Budgeting invoeren

      Maak de starre jaarplanning soepeler, zodat middelen kunnen meebewegen als leren en prioriteiten veranderen.

      Nog geen gepubliceerde case noemt deze kata.

5. 5 MensenSkills, mindsets, capabilities

   De benodigde skills, mindsets en capaciteiten: hoe de organisatie mensen werft, ontwikkelt en laat groeien in lijn met haar strategische behoeften.

   1. 5.1 (AI-ondersteund) multi-learning verankeren in het dagelijks werk2 cases

      Gebruik AI om het leren van nieuwe skills tijdens het leveren goedkoper te maken, zodat teams meer verantwoord op zich kunnen nemen.

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

        Notitie van 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.

      • VoorgesteldInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Synchroon teamwerk gebruiken om capability en eigenaarschap te vergroten11 cases

      Pas pairing, mobbing en andere vormen van echt synchroon werk toe over rol-, team- en functiegrenzen heen, om bewust skills te laten groeien en minder afhankelijk te zijn van specialisten of overdrachten.

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

        Planned pairing and mobbing across business and IT.

      • ToegepastEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • ToegepastIndustrial 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.

        Notitie van 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.

        Notitie van 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.

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

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

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

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

      • ToegepastDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • VoorgesteldHealth 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).

      • VoorgesteldInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • VoorgesteldAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Notitie van 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.

      • VoorgesteldSaaSCase 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.

De definities van de elementen komen uit 10X ORG, dat ook de volledige Katalog bevat.

applied proposed or planned Strategie Structuur Processen Beloning Mensen