Elevating
Katas.

Jay Galbraiths Star Model™ lærer at en organisasjon ikke bare er organisasjonskartet eller summen av retningslinjene, men et system av sammenhengende designvalg som må tas bevisst og holdes i takt.

Fem elementer utgjør stjernen: designkriteriene utledet fra strategien, struktur, prosesser, belønning og mennesker. Når de er på linje og forsterker hverandre, blir ytelsen mer pålitelig og mindre tilfeldig.

Endrer du bare ett, trekker de andre tilbake. Et selskap som innfører Scrum som et prosesstillegg, mens ansettelser, belønning og struktur forblir som før, får det forutsigbare resultatet: «Agile er dødt.» Katas virker på alle fem elementene, så endringen blir systemisk.

“Folk oppfører seg etter hvordan de blir målt, organisert og belønnet.”

1. 1 StrategiRetning og mål

   Kriterier for organisasjonsdesign: Outcomes organisasjonen er designet for å oppnå utledes fra strategien og brukes som målestokk for alle designvalg.

   1. 1.1 Å utvide produktdefinisjonen8 caser

      Utvid bevisst hva organisasjonen regner som «produktet», slik at teamene orienterer seg etter reelle kundeoutcomes i stedet for snevre komponenter eller oppgaver.

      • BruktMultipleCase Studies: Org Topologies in Action

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

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

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

        Notat av 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.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • ForeslåttEnergyVUCA-Energy

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

      • ForeslåttEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • ForeslåttAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Notat av 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 Å flytte produkteierskapet tilbake til strategi og outcomes18 caser

      Plasser produkteierskapet der strategisk intensjon og verdi møtes, med ansvar for outcomes i stedet for koordinering av leveransen på teamnivå. Det krever at du unngår lokalt produkteierskap på teamnivå og innfører delte eller samlede strukturer for produkteierskap.

      • BruktHealth 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.

      • BruktHigh-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.

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

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

      • BruktE-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.

      • BruktInsuranceRebuilding for Speed and Adaptiveness

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

      • BruktEnergyFrom 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.

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

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

      • BruktEnergyElevating an EV Scale-up with Org Topologies

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

      • BruktIndustrial 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.

        Notat av 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.

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

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

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

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

        Notat av 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.

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

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

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

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

      • ForeslåttAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • ForeslåttEnergyVUCA-Energy

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

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

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

      • ForeslåttAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • ForeslåttBankingCase 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 Å ta i bruk en strategisk, outcomebasert backlog3 caser

      Flytt backlog-elementene fra outputforpliktelser til eksplisitte outcome-hypoteser, slik at læring og effekt blir synlig i den daglige prioriteringen. I tjenesteorganisasjoner: ta i bruk tjenestekøer som er formulert rundt klientens outcomes, ikke forespørselstyper.

      • BruktHigh-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.

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

        Backlog reframed around adoption and impact.

      • BruktBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Å slå sammen produktbackloger12 caser

      Reduser fragmenteringen ved å samle konkurrerende backloger i færre, felles backloger, slik at den reelle prioriteringen skjer på nivået der verdien skapes.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • BruktInsuranceRebuilding for Speed and Adaptiveness

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

      • BruktEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Notat av 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.

      • BruktSaaSCase 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.

      • BruktBankingCase 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.

      • ForeslåttHealth 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.

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

        Listed as a potential future kata.

      • ForeslåttAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Å organisere rundt produkter, ikke prosjekter2 caser

      Erstatt midlertidige prosjektskiver med langvarig eierskap til produkter, slik at læring og ansvar bevares over tid.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Å minimere avstanden til kundene9 caser

      Skap jevnlig, direkte kontakt mellom team og kunder, slik at beslutningene bygger på virkeligheten og ikke på antakelser eller stedfortredere.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • BruktDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Notat av 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.

      • ForeslåttAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • ForeslåttEnergyVUCA-Energy

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

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

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

      • ForeslåttAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Notat av 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 StrukturMakt, myndighet, organisasjon

   Hvordan makt og myndighet er fordelt: roller, enheter, rapporteringslinjer og den grunnleggende arkitekturen for hvem som rapporterer til hvem.

   1. 2.1 Å utvide enheter mot ende-til-ende-eierskap til outcomes23 caser

      Utvid teamenes mandater slik at de kan fullføre arbeidet fra intensjon til realisert verdi. I praksis viser dette ofte at organisasjonen må forenkles ved at egne enheter som «forbereder» eller «ferdigstiller» arbeid fjernes, noe som gir et mer sammenhengende og adaptivt organisasjonsdesign.

      • BruktE-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.

      • BruktHigh-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.

      • BruktEnergyVUCA-Energy

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

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

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

      • BruktMultipleCase Studies: Org Topologies in Action

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

      • BruktEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • BruktMultipleStudying 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.

      • BruktIndustrial 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.

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

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

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

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

        Notat av 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.

      • BruktDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Notat av 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.

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

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

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

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

      • BruktBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • BruktBankingCase 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.

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

        Listed as a long-term strategy.

      • ForeslåttAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • ForeslåttBanking[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.

      • ForeslåttInitiate 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%.

      • ForeslåttAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Notat av 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.

      • ForeslåttBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Å danne et team av team13 caser

      Skap en lett struktur der teamene samles rundt felles mål og beholder autonomien i gjennomføringen.

      • BruktHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • BruktInsuranceRebuilding for Speed and Adaptiveness

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

      • BruktEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • BruktEnergyElevating an EV Scale-up with Org Topologies

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

      • BruktPublic 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.

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

        Seven coupled teams merged into one collective.

      • ForeslåttAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Notat av 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.

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

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

   3. 2.3 Å gå mot tverrfaglig linjeledelse på tvers av flere team1 case

      Flytt ledelsens fokus fra enkeltteam til verdiområder med flere team, slik at koordinering og læring kan skje på tvers av grensene.

      • BruktBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Å redefinere lederrollen rundt kapasitetsbygging og systemforvaltning3 caser

      Flytt lederne fra å gi instrukser til å utvikle mennesker og utvide mandater – bygge kapasiteten og dømmekraften som trengs for bredere ende-til-ende-eierskap – samtidig som de forvalter systemet rundt arbeidet.

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

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

      • BruktIndustrial 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.

      • ForeslåttBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Å muliggjøre selvdesign i team4 caser

      Gjør det mulig for team å redesigne sin egen sammensetning og sine egne grenser innenfor klare strategiske rammer og mandatrammer, slik at eierskapet og egnetheten til formålet øker.

      • BruktEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • BruktEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Å desentralisere tverrgående hensyn gjennom fellesskap4 caser

      Desentraliser eierskapet til tverrgående hensyn (som arkitekturretningslinjer, standarder og policyer) ved å la selvorganiserende fellesskap utvikle praksisene i samarbeid, slik at avhengigheten av sentral koordinering reduseres.

      • BruktE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • ForeslåttEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Å dele eierskap på tvers av team12 caser

      Utvid grensene for teknisk eierskap slik at team kan forbedre og rette feil uten å vente på spesialister eller portvakter. I programvareutvikling betyr det at teamene kan jobbe i hele kodebasen. I tjenesteorganisasjoner: dele eierskap til prosesser, policyer eller saksbehandling.

      • BruktE-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.

      • BruktEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • BruktPublic 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.

      • BruktMultipleCase Studies: Org Topologies in Action

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

      • BruktEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • BruktIndustrial 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.

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

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

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

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

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

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

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

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

      • ForeslåttDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProsesserInformasjons- og beslutningsflyt

   Hvordan arbeid og informasjon flyter: styringsrutiner, plan- og budsjettsykluser og beslutningsprosesser.

   1. 3.1 Å utvide og dele Definition of Done på tvers av team12 caser

      Utvid Definition of Done fortløpende, slik at den omfatter reell fullstendighet og kvalitet og reduserer skjult arbeid, overleveringer og sene overraskelser.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • BruktEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • BruktEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • BruktDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • ForeslåttAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Notat av 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 Å dele samme kadens på tvers av team4 caser

      Skap åpenhet om å gjøre og inspisere arbeidet i en felles rytme for planlegging, gjennomgang og læring.

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

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

      • BruktInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • BruktEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • BruktPublic 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 Å melde seg frivillig til arbeid5 caser

      Gjør det mulig for enkeltpersoner og team å trekke til seg arbeid der verdien er størst, i stedet for å stole på forhåndsdefinerte oppgavefordelinger. Denne katen øker organisasjonens fleksibilitet og delte eierskap, og kan gjennomføres med bevisste mekanismer for selvvalg (f.eks. økter i Open Space-stil).

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

        Teams choose which backlog items to take in Sprint Planning.

      • BruktEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • ForeslåttSaaSCase-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 Å holde produktbackloggforedling med flere team9 caser

      Samle flere team jevnlig for å bygge en felles forståelse av kommende arbeid, risikoer og koordinering før gjennomføringen.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • BruktEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Notat av 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.

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

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

      • ForeslåttAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Å holde gjennomganger på produktnivå4 caser

      Inspiser integrerte produktoutcomes i stedet for isolerte teamoutputs, slik at læringen holdes på riktig nivå. I tjenesteorganisasjoner: gå gjennom ende-til-ende-resultater av tjenesten, ikke avdelingsmålinger. Denne katen realiseres ofte i formater som Sprint Review Bazaars, der interessenter og kunder aktivt utforsker fungerende løsninger og gir direkte tilbakemelding i stedet for passivt å ta imot presentasjoner.

      • BruktE-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.

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

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

      • BruktBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Å skjære arbeid vertikalt3 caser

      Øv på å dele arbeid i ende-til-ende-inkrementer som gir læring og verdi, ikke delvis fremdrift.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Å integrere arbeid kontinuerlig på tvers av team

      Reduser integrasjonsrisiko og forsinkelser ved å integrere arbeid kontinuerlig på tvers av alle bidragende team og agenter, i stedet for å samle det i store partier og avstemme det sent. I programvare realiseres dette ofte gjennom praksiser som trunk-based development, monorepoer og kontinuerlig integrasjon som praksis (ikke som verktøy).

      Ingen publisert casestudie nevner denne katen ennå.

   8. 3.8 Å bruke Obeya til utvikling av organisasjonstopologien5 caser

      Bruk et felles beslutningsrom til å koble strategi, evidens og begrensninger i organisasjonsdesignet, slik at topologien kan utvikles bevisst i stedet for at man bare følger leveransen.

      • BruktProfessional 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.

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

        Notat av 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.

      • BruktBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • ForeslåttAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Notat av 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 Å bruke Evidence-Based Management (EBM) til kapasitetsbygging5 caser

      Bruk et lite sett meningsfulle mål i jevnlige gjennomganger for å styre læring og forbedring, i stedet for å styre etter mål.

      • BruktInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • BruktDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Notat av 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.

      • Foreslått[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.

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

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

4. 4 BelønningInsentiver og motivasjon

   Hvordan folk motiveres og styres: lønn, forfremmelser, anerkjennelse og andre formelle og uformelle insentiver.

   1. 4.1 Å nedtone individuelle prestasjonsinsentiver

      Reduser insentivstrukturer som driver lokal optimalisering på bekostning av systemets ytelse.

      Ingen publisert casestudie nevner denne katen ennå.

   2. 4.2 Å designe karriereveier med medvind6 caser

      Skap karrieresystemer som belønner kapasitetsvekst og multi-learning, slik at de ansattes bidrag til verdifulle outcomes styrkes.

      • BruktInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • BruktEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Notat av 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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Å innføre Beyond Budgeting

      Løsne de stive årlige planleggingsbegrensningene, slik at ressurser kan flyttes når læringen og prioriteringene endrer seg.

      Ingen publisert casestudie nevner denne katen ennå.

5. 5 MenneskerFerdigheter, tankesett, kapasiteter

   Ferdighetene, tankesettene og kapasitetene som trengs: hvordan organisasjonen rekrutterer, utvikler og vokser folk for å møte sine strategiske behov.

   1. 5.1 Å forankre (KI-assistert) multi-learning i hverdagsarbeidet2 caser

      Bruk KI til å senke kostnaden ved å lære nye ferdigheter mens man leverer, slik at det teamene kan ta ansvar for, utvides på en forsvarlig måte.

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

        Notat av 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.

      • ForeslåttInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Å bruke synkront teamarbeid til å utvide kapasitet og eierskap11 caser

      Bruk parprogrammering, mobbing og andre former for ekte synkront arbeid på tvers av roller, team og fagfunksjoner for å bevisst bygge ferdigheter og redusere avhengigheten av spesialister og overleveringer.

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

        Planned pairing and mobbing across business and IT.

      • BruktEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • BruktIndustrial 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.

        Notat av 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.

        Notat av 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.

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

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

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

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

      • BruktDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • ForeslåttHealth 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).

      • ForeslåttInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • ForeslåttAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Notat av 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.

      • ForeslåttSaaSCase 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.

Elementdefinisjonene er sitert fra 10X ORG, som også lister hele Katalog.

applied proposed or planned Strategi Struktur Prosesser Belønning Mennesker