Elevating
Katas.

Star Model™ Jaya Galbraitha uczy, że organizacja to nie tylko schemat organizacyjny ani suma polityk, ale system powiązanych decyzji projektowych, które trzeba podejmować świadomie i utrzymywać w zgodzie.

Gwiazdę tworzy pięć elementów: kryteria projektu organizacji wynikające ze strategii, struktura, procesy, nagrody i ludzie. Gdy są spójne i wzajemnie się wzmacniają, wydajność staje się bardziej niezawodna i mniej przypadkowa.

Zmień tylko jeden, a reszta ściągnie go z powrotem. Firma, która wprowadza Scrum jako dodatek procesowy, zostawiając zatrudnianie, nagrody i strukturę bez zmian, dostaje przewidywalny rezultat: „Agile is dead”. Katas działają na wszystkich pięciu elementach, więc zmiana staje się systemowa.

“Ludzie zachowują się zgodnie z tym, jak są mierzeni, organizowani i nagradzani.”

1. 1 StrategiaKierunek i cele

   Kryteria projektowania organizacji: Wyniki (outcomes), jakie organizacja ma osiągać, wynikają ze strategii i służą jako punkt odniesienia dla wszystkich decyzji projektowych.

   1. 1.1 Rozszerzanie definicji produktu8 przypadków

      Świadomie poszerzaj to, co organizacja uznaje za „produkt”, aby zespoły skupiały się na rzeczywistych rezultatach dla klientów, a nie na wąskich komponentach czy zadaniach.

      • ZastosowaneMultipleCase Studies: Org Topologies in Action

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

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

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

        Notatka: 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.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • ZaproponowaneEnergyVUCA-Energy

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

      • ZaproponowaneEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • ZaproponowaneAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Notatka: 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 Przesunięcie własności produktu na strategię i rezultaty18 przypadków

      Umieść własność produktu tam, gdzie spotykają się intencja strategiczna i wartość, z odpowiedzialnością za rezultaty, a nie za koordynację dostarczania na poziomie zespołu. Wymaga to unikania lokalnej własności produktu na poziomie zespołu i wprowadzenia wspólnych lub zunifikowanych struktur własności produktu.

      • ZastosowaneHealth 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.

      • ZastosowaneHigh-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.

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

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

      • ZastosowaneE-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.

      • ZastosowaneInsuranceRebuilding for Speed and Adaptiveness

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

      • ZastosowaneEnergyFrom 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.

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

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

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

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

      • ZastosowaneIndustrial 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.

        Notatka: 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.

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

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

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

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

        Notatka: 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.

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

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

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

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

      • ZaproponowaneAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • ZaproponowaneEnergyVUCA-Energy

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

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

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

      • ZaproponowaneAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • ZaproponowaneBankingCase 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 Przyjęcie strategicznego backlogu opartego na rezultatach3 przypadków

      Przesuń elementy backlogu z zobowiązań dotyczących outputs na jawne hipotezy dotyczące outcomes, aby uczenie się i wpływ były widoczne w codziennej priorytetyzacji. W organizacjach usługowych: kolejki usług ujęte wokół rezultatów klienta, a nie typów zgłoszeń.

      • ZastosowaneHigh-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.

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

        Backlog reframed around adoption and impact.

      • ZastosowaneBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Łączenie backlogów produktu12 przypadków

      Ogranicz rozdrobnienie, scalając konkurujące backlogi w mniejszą liczbę wspólnych, co wymusza prawdziwą priorytetyzację na poziomie, na którym powstaje wartość.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • ZastosowaneInsuranceRebuilding for Speed and Adaptiveness

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

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Notatka: 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.

      • ZastosowaneSaaSCase 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.

      • ZastosowaneBankingCase 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.

      • ZaproponowaneHealth 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.

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

        Listed as a potential future kata.

      • ZaproponowaneAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Organizowanie wokół produktów, nie projektów2 przypadków

      Zastąp tymczasowe wycinki projektowe długotrwałą własnością produktów, zachowując uczenie się i odpowiedzialność w czasie.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Zmniejszanie dystansu do klientów9 przypadków

      Zapewnij regularny, bezpośredni kontakt zespołów z klientami, aby decyzje opierały się na rzeczywistości, a nie na założeniach czy zastępczych wskaźnikach.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • ZastosowaneDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Notatka: 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.

      • ZaproponowaneAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • ZaproponowaneEnergyVUCA-Energy

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

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

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

      • ZaproponowaneAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Notatka: 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 StrukturaWładza, uprawnienia, organizacja

   Jak rozłożona jest władza i uprawnienia: role, jednostki, linie raportowania i podstawowa architektura tego, kto komu podlega.

   1. 2.1 Rozszerzanie jednostek ku całościowej własności rezultatów23 przypadków

      Poszerz mandaty zespołów, aby mogły doprowadzić pracę od intencji do zrealizowanej wartości. W praktyce często ujawnia to potrzebę uproszczenia organizacji przez likwidację osobnych jednostek odpowiedzialnych za „przygotowanie” lub „dokończenie” pracy, co daje bardziej spójny i adaptacyjny projekt organizacji.

      • ZastosowaneE-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.

      • ZastosowaneHigh-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.

      • ZastosowaneEnergyVUCA-Energy

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

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

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

      • ZastosowaneMultipleCase Studies: Org Topologies in Action

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

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • ZastosowaneMultipleStudying 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.

      • ZastosowaneIndustrial 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.

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

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

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

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

        Notatka: 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.

      • ZastosowaneDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Notatka: 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.

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

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

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

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

      • ZastosowaneBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • ZastosowaneBankingCase 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.

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

        Listed as a long-term strategy.

      • ZaproponowaneAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • ZaproponowaneBanking[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.

      • ZaproponowaneInitiate 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%.

      • ZaproponowaneAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Notatka: 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.

      • ZaproponowaneBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Tworzenie zespołu zespołów13 przypadków

      Stwórz lekką strukturę, w której zespoły dopasowują się do wspólnych celów, zachowując autonomię w realizacji.

      • ZastosowaneHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • ZastosowaneInsuranceRebuilding for Speed and Adaptiveness

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

      • ZastosowaneEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

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

      • ZastosowanePublic 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.

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

        Seven coupled teams merged into one collective.

      • ZaproponowaneAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Notatka: 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.

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

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

   3. 2.3 Przejście ku wielozespołowemu, wielofunkcyjnemu zarządzaniu liniowemu1 case

      Przesuń uwagę kadry zarządzającej z pojedynczych zespołów na wielozespołowe obszary wartości, umożliwiając koordynację i uczenie się ponad granicami.

      • ZastosowaneBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Przedefiniowanie roli menedżera wokół budowania zdolności i opieki nad systemem3 przypadków

      Przesuń menedżerów od wydawania poleceń ku rozwijaniu ludzi i poszerzaniu mandatów: budowaniu zdolności i osądu potrzebnych do szerszej, całościowej własności, przy jednoczesnej opiece nad systemem otaczającym pracę.

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

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

      • ZastosowaneIndustrial 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.

      • ZaproponowaneBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Umożliwienie samoprojektowania zespołów4 przypadków

      Pozwól zespołom przeprojektowywać własny skład i granice w jasnych ramach strategii i mandatu, zwiększając poczucie własności i dopasowanie do celu.

      • ZastosowaneEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Decentralizacja zagadnień przekrojowych przez społeczności4 przypadków

      Zdecentralizuj własność zagadnień przekrojowych (takich jak wytyczne architektoniczne, standardy i polityki), pozwalając samoorganizującym się społecznościom wspólnie rozwijać praktyki i zmniejszając zależność od scentralizowanej koordynacji.

      • ZastosowaneE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • ZaproponowaneEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Dzielenie własności między zespołami12 przypadków

      Poszerz granice własności technicznej, aby zespoły mogły usprawniać i naprawiać problemy bez czekania na specjalistów czy strażników bramek. W tworzeniu oprogramowania oznacza to możliwość pracy w całej bazie kodu. W organizacjach usługowych: wspólna własność procesów, polityk lub obsługi spraw.

      • ZastosowaneE-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.

      • ZastosowaneEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • ZastosowanePublic 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.

      • ZastosowaneMultipleCase Studies: Org Topologies in Action

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

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • ZastosowaneIndustrial 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.

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

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

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

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

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

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

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

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

      • ZaproponowaneDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProcesyPrzepływy informacji i decyzji

   Jak przepływają praca i informacje: rutyny zarządcze, cykle planowania i budżetowania oraz procesy decyzyjne.

   1. 3.1 Rozszerzanie i współdzielenie Definition of Done między zespołami12 przypadków

      Stale poszerzaj Definition of Done o rzeczywistą kompletność i jakość, ograniczając ukrytą pracę, przekazania i spóźnione niespodzianki.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • ZastosowaneEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • ZastosowaneDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • ZaproponowaneAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Notatka: 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 Wspólna kadencja zespołów4 przypadków

      Zapewnij przejrzystość wykonywania i przeglądu pracy we wspólnym rytmie planowania, przeglądów i uczenia się.

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

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

      • ZastosowaneInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • ZastosowanePublic 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 Dobrowolne wybieranie pracy5 przypadków

      Pozwól osobom i zespołom pobierać pracę tam, gdzie wartość jest największa, zamiast polegać na z góry przydzielonych zadaniach. Ta kata zwiększa elastyczność organizacji i wspólną własność, a można ją wprowadzić przez świadome mechanizmy samodzielnego wyboru (np. sesje w stylu Open Space).

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

        Teams choose which backlog items to take in Sprint Planning.

      • ZastosowaneEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • ZaproponowaneSaaSCase-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 Prowadzenie wielozespołowego dopracowywania backlogu produktu9 przypadków

      Regularnie zbieraj wiele zespołów, aby przed realizacją zbudować wspólne rozumienie nadchodzącej pracy, ryzyk i koordynacji.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Notatka: 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.

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

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

      • ZaproponowaneAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Prowadzenie przeglądów na poziomie produktu4 przypadków

      Sprawdzaj zintegrowane rezultaty produktu, a nie odizolowane outputs zespołów, utrzymując uczenie się na właściwym poziomie. W organizacjach usługowych: przegląd całościowych rezultatów usługi, a nie wskaźników działów. Ta kata często przybiera formę Sprint Review Bazaars, gdzie interesariusze i klienci aktywnie badają działające rozwiązania i dają bezpośrednią informację zwrotną zamiast biernie słuchać prezentacji.

      • ZastosowaneE-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.

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

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

      • ZastosowaneBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Pionowe dzielenie pracy3 przypadków

      Ćwicz dzielenie pracy na całościowe przyrosty, które dają naukę i wartość, a nie częściowy postęp.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Ciągła integracja pracy między zespołami

      Zmniejsz ryzyko i opóźnienia integracji, integrując pracę w sposób ciągły we wszystkich zespołach i agentach, zamiast gromadzić ją i uzgadniać późno. W kontekście oprogramowania realizuje się to zwykle przez praktyki takie jak trunk-based development, monorepo i ciągła integracja jako praktyka (nie narzędzie).

      Żadne opublikowane studium przypadku nie wymienia jeszcze tej kata.

   8. 3.8 Obeya w ewolucji Org topology5 przypadków

      Użyj wspólnej przestrzeni decyzyjnej, aby połączyć strategię, dowody i ograniczenia projektu organizacji, umożliwiając świadomą ewolucję topologii, a nie tylko śledzenie dostarczania.

      • ZastosowaneProfessional 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.

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

        Notatka: 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.

      • ZastosowaneBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • ZaproponowaneAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Notatka: 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) w budowaniu zdolności5 przypadków

      Używaj niewielkiego zestawu istotnych miar w regularnych przeglądach, aby kierować uczeniem się i doskonaleniem, zamiast zarządzać przez cele.

      • ZastosowaneInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • ZastosowaneDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Notatka: 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.

      • Zaproponowane[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.

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

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

4. 4 NagrodyZachęty i motywacja

   Jak ludzie są motywowani i kierowani: wynagrodzenia, awanse, uznanie oraz inne formalne i nieformalne zachęty.

   1. 4.1 Osłabianie indywidualnych zachęt za wyniki

      Ogranicz struktury zachęt, które napędzają optymalizację lokalną kosztem wydajności całego systemu.

      Żadne opublikowane studium przypadku nie wymienia jeszcze tej kata.

   2. 4.2 Projektowanie ścieżek kariery „z wiatrem w żagle”6 przypadków

      Stwórz systemy kariery, które nagradzają rozwój zdolności i multi-learning, wspierając wkład pracowników w wartościowe rezultaty.

      • ZastosowaneInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Notatka: 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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Wdrażanie Beyond Budgeting

      Poluzuj sztywne ograniczenia rocznego planowania, aby zasoby mogły się przesuwać wraz ze zmianą wiedzy i priorytetów.

      Żadne opublikowane studium przypadku nie wymienia jeszcze tej kata.

5. 5 LudzieUmiejętności, nastawienia, zdolności

   Umiejętności, nastawienia i możliwości, jakich potrzeba: jak organizacja rekrutuje, rozwija i kształtuje ludzi zgodnie ze swoimi potrzebami strategicznymi.

   1. 5.1 Wbudowanie multi-learning (wspieranego przez AI) w codzienną pracę2 przypadków

      Użyj AI, aby obniżyć koszt uczenia się nowych umiejętności w trakcie dostarczania, poszerzając to, co zespoły mogą odpowiedzialnie podjąć.

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

        Notatka: 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.

      • ZaproponowaneInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Praca synchroniczna zespołu jako sposób na rozwój zdolności i własności11 przypadków

      Stosuj pair programming, mob programming i inne formy prawdziwej pracy synchronicznej ponad granicami ról, zespołów i funkcji, by świadomie rozwijać umiejętności i ograniczać zależność od specjalistów i przekazań.

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

        Planned pairing and mobbing across business and IT.

      • ZastosowaneEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • ZastosowaneIndustrial 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.

        Notatka: 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.

        Notatka: 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.

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

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

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

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

      • ZastosowaneDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • ZaproponowaneHealth 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).

      • ZaproponowaneInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • ZaproponowaneAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Notatka: 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.

      • ZaproponowaneSaaSCase 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.

Definicje elementów pochodzą z 10X ORG, gdzie znajdziesz też pełny Katalog.

applied proposed or planned Strategia Struktura Procesy Nagrody Ludzie