Elevating
Katas.

O Star Model™ de Jay Galbraith ensina que uma organização não é só o seu organograma nem a soma de suas políticas, mas um sistema de escolhas de design interconectadas, que precisam ser feitas de propósito e mantidas em sincronia.

Cinco elementos formam a estrela: os critérios de design organizacional derivados da estratégia, a estrutura, os processos, as recompensas e as pessoas. Quando estão alinhados e se reforçam, o desempenho se torna mais confiável e menos acidental.

Mude só um e os outros puxam de volta. Uma empresa que adota o Scrum como um complemento de processo, enquanto contratação, recompensas e estrutura continuam como estavam, obtém o resultado previsível: “o Agile morreu”. Os katas atuam nos cinco elementos, e assim a mudança se torna sistêmica.

“As pessoas se comportam conforme são medidas, organizadas e recompensadas.”

1. 1 EstratégiaDireção e objetivos

   Critérios de design organizacional: Os resultados que a organização foi desenhada para alcançar derivam da estratégia e servem de referência para todas as escolhas de design.

   1. 1.1 Ampliar a definição de produto8 casos

      Ampliar deliberadamente o que a organização considera "o produto", para que as equipes se orientem por resultados reais para o cliente e não por componentes ou tarefas estreitos.

      • AplicadosMultipleCase Studies: Org Topologies in Action

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

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

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

        Nota de Alexey Krivitsky, 2024-12: Adopting a Whole-Product Perspective: Repeatedly mapping and reevaluating team scopes from isolated components toward broader product domains. Over time, this sustained focus on holistic ownership helps teams better understand end-to-end customer needs, reducing fragmentation and dependency.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • PropostosEnergyVUCA-Energy

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

      • PropostosEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • PropostosAviationCase Study: Introducing Org Topologies in an Aviation Program

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

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

   2. 1.2 Recentrar a responsabilidade pelo produto em estratégia e outcomes18 casos

      Posicionar a responsabilidade pelo produto onde a intenção estratégica e o valor se encontram, com responsabilidade por outcomes e não pela coordenação da entrega no nível da equipe. Isso exige evitar a responsabilidade local pelo produto em cada equipe e introduzir estruturas de responsabilidade compartilhada ou unificada.

      • AplicadosHealth 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.

      • AplicadosHigh-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.

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

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

      • AplicadosE-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.

      • AplicadosInsuranceRebuilding for Speed and Adaptiveness

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

      • AplicadosEnergyFrom 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.

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

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

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

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

      • AplicadosIndustrial R&DCase Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)

        Heads of R&D lines moved to prioritization and stakeholder management.

        Nota de Alexey Krivitsky, 2024-12: Head of R&D Lines Transitioning Toward Product Ownership: Rather than top-down control, Heads of R&D lines repeatedly practiced delegating responsibilities and focusing on stakeholder management and strategic prioritization. This shift, repeated and refined over multiple cycles, helped the organization progressively align leadership roles with Agile principles, reinforcing a more responsive and value-oriented governance structure.

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

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

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

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

        Nota de Alexey Krivitsky, 2024-12: Unifying Product Ownership: Moving from individual team-based product owners to a more unified product ownership structure. This elevates product strategy and ensures that the product vision is collectively understood, prioritized, and managed. Instead of each team interpreting the product direction in isolation, a unified product ownership model helps maintain strategic coherence and alignment across the entire product landscape.

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

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

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

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

      • PropostosAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • PropostosEnergyVUCA-Energy

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

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

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

      • PropostosAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • PropostosBankingCase 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 Adotar um backlog estratégico, baseado em outcomes3 casos

      Passar os itens do backlog de compromissos de output para hipóteses explícitas de outcome, tornando o aprendizado e o impacto visíveis na priorização do dia a dia. Em organizações de serviços: adotar filas de serviço estruturadas em torno de resultados para o cliente, não de tipos de solicitação.

      • AplicadosHigh-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.

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

        Backlog reframed around adoption and impact.

      • AplicadosBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Unificar backlogs de produto12 casos

      Reduzir a fragmentação consolidando backlogs concorrentes em poucos backlogs compartilhados, forçando uma priorização real no nível em que o valor é criado.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • AplicadosInsuranceRebuilding for Speed and Adaptiveness

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

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Nota de Alexey Krivitsky, 2024-12: Merging Product Backlogs: Instead of multiple, disconnected backlogs, the organization merges them into a single, shared backlog. This structure forces transparency, reduces competing priorities, and keeps all teams focused on the same highest-value opportunities. Similar to the “Merge Product Backlogs” kata, this elevates the entire organization’s workflow by ensuring that work items are consistently prioritized at a product (rather than team) level.

      • AplicadosSaaSCase 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.

      • AplicadosBankingCase 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.

      • PropostosHealth 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.

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

        Listed as a potential future kata.

      • PropostosAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Organizar-se em torno de produtos, não de projetos2 casos

      Trocar fatias temporárias de projeto por uma responsabilidade duradoura sobre produtos, preservando aprendizado e responsabilização ao longo do tempo.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Reduzir a distância até os clientes9 casos

      Criar contato regular e direto entre equipes e clientes, para que as decisões se apoiem na realidade e não em suposições ou intermediários.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • AplicadosDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Nota de Alexey Krivitsky, 2024-12: Increasing Direct Customer Interaction: Embedding routines where teams regularly engage with customers or user feedback. Over time, these habitual feedback loops guide more precise product choices, strengthen customer alignment, and improve the speed and relevance of delivered solutions.

      • PropostosAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • PropostosEnergyVUCA-Energy

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

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

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

      • PropostosAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Nota de Alexey Krivitsky, 2024-12: Pilot End-User Integration: Regularly involving actual users or domain experts directly within teams. Over time, this deepens customer empathy, guides product decisions, and ensures solutions better match real-world needs.

2. 2 EstruturaPoder, autoridade, organização

   Como o poder e a autoridade são distribuídos: papéis, unidades, linhas de subordinação e a arquitetura básica de quem se reporta a quem.

   1. 2.1 Expandir unidades rumo à responsabilidade ponta a ponta por outcomes23 casos

      Ampliar os mandatos das equipes para que possam concluir o trabalho da intenção até o valor realizado. Na prática, isso muitas vezes revela a necessidade de simplificar a organização, eliminando unidades separadas responsáveis por "preparar" ou "finalizar" o trabalho, o que resulta em um design organizacional mais coerente e adaptativo.

      • AplicadosE-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.

      • AplicadosHigh-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.

      • AplicadosEnergyVUCA-Energy

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

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

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

      • AplicadosMultipleCase Studies: Org Topologies in Action

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

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • AplicadosMultipleStudying 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.

      • AplicadosIndustrial 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.

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

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

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

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

        Nota de Alexey Krivitsky, 2024-12: Introducing “SpeedBoat” End-to-End Teams: Instead of building teams around technical domains or components, the organization starts to form “SpeedBoat” teams capable of delivering customer-facing features end-to-end. This repeated approach of creating and refining multi-component, customer-focused teams works as a kata: each newly formed SpeedBoat team reinforces the pattern of aligning delivery structures with value streams, reduces dependencies, and cultivates adaptability.

      • AplicadosDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Nota de Alexey Krivitsky, 2024-12: Forming Cross-Functional, Customer-Oriented Teams: Transitioning from separate specialist units (BAs, QA, Dev) to more integrated teams capable of handling end-to-end work. Repeatedly merging previously siloed roles encourages shared understanding, reduces handoffs, and aligns everyone around a common goal—improving flow and predictability.

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

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

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

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

      • AplicadosBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • AplicadosBankingCase 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.

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

        Listed as a long-term strategy.

      • PropostosAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • PropostosBanking[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.

      • PropostosInitiate 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%.

      • PropostosAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Nota de Alexey Krivitsky, 2024-12: Integrating Cross-Functional Expertise Into Teams: Incrementally merging roles (e.g., spec, test, architect) into development teams. Repeated application of this practice eliminates external dependencies, improves flow, and enhances adaptability to changing requirements.

      • PropostosBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Formar uma equipe de equipes13 casos

      Criar uma estrutura leve em que as equipes se alinham em torno de objetivos compartilhados e mantêm a autonomia na execução.

      • AplicadosHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • AplicadosInsuranceRebuilding for Speed and Adaptiveness

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

      • AplicadosEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

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

      • AplicadosPublic 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.

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

        Seven coupled teams merged into one collective.

      • PropostosAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Nota de Alexey Krivitsky, 2024-12: Transitioning to Business-Oriented Tribes: Moving from domain-based units towards Tribes organized around clear business areas, each with end-to-end responsibility, represents another kata. As the organization repeatedly applies this structural shift, each Tribe formation and refinement cycle solidifies a focus on customer outcomes. Over time, this recurring pattern continuously elevates the organizational design toward greater clarity, accountability, and responsiveness to changing priorities.

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

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

   3. 2.3 Caminhar para uma gestão de linha multiequipe e multifuncional1 case

      Deslocar o foco da gestão de equipes individuais para áreas de valor com várias equipes, permitindo coordenação e aprendizado além das fronteiras.

      • AplicadosBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Redefinir o papel de gestor em torno do desenvolvimento de capacidades e do cuidado com o sistema3 casos

      Afastar os gestores da emissão de instruções e aproximá-los do desenvolvimento de pessoas e da ampliação de mandatos — desenvolvendo as capacidades e o discernimento necessários para uma responsabilidade ponta a ponta mais ampla, enquanto cuidam do sistema que envolve o trabalho.

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

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

      • AplicadosIndustrial 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.

      • PropostosBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Permitir o autodesign das equipes4 casos

      Permitir que as equipes redesenhem a própria composição e os próprios limites dentro de restrições claras de estratégia e de mandato, aumentando a responsabilidade e o ajuste ao propósito.

      • AplicadosEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Descentralizar preocupações transversais por meio de comunidades4 casos

      Descentralizar a responsabilidade por preocupações transversais (como diretrizes de arquitetura, padrões e políticas), permitindo que comunidades autogerenciadas evoluam as práticas de forma colaborativa e reduzindo a dependência de uma coordenação centralizada.

      • AplicadosE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • PropostosEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Compartilhar a responsabilidade entre equipes12 casos

      Ampliar os limites da responsabilidade técnica para que as equipes possam melhorar e corrigir problemas sem esperar por especialistas ou guardiões. No desenvolvimento de software, isso significa permitir que as equipes trabalhem em todo o código-fonte. Em organizações de serviços: compartilhar a responsabilidade por processos, políticas ou tratamento de casos.

      • AplicadosE-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.

      • AplicadosEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • AplicadosPublic 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.

      • AplicadosMultipleCase Studies: Org Topologies in Action

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

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • AplicadosIndustrial 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.

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

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

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

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

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

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

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

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

      • PropostosDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProcessosFluxos de informação e de decisão

   Como o trabalho e a informação fluem: rotinas de governança, ciclos de planejamento e orçamento e processos de tomada de decisão.

   1. 3.1 Ampliar e compartilhar a Definition of Done entre equipes12 casos

      Ampliar continuamente a Definition of Done para incluir completude e qualidade reais, reduzindo trabalho oculto, repasses e surpresas tardias.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • AplicadosEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • AplicadosDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • PropostosAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Nota de Alexey Krivitsky, 2024-12: Unified Definition of Done (DoD): Regularly revisiting and refining a standardized DoD ensures consistency and quality. By embedding this kata, all teams continuously align on clear completion criteria, speeding delivery and improving handoffs.

   2. 3.2 Compartilhar a mesma cadência entre equipes4 casos

      Criar transparência para executar e inspecionar o trabalho em um ritmo compartilhado de planejamento, revisão e aprendizado.

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

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

      • AplicadosInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • AplicadosPublic 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 Voluntariar-se para o trabalho5 casos

      Permitir que pessoas e equipes puxem o trabalho para onde o valor é maior, em vez de depender de atribuições predefinidas. Este kata aumenta a flexibilidade organizacional e a responsabilidade compartilhada, e pode ser praticado por mecanismos deliberados de autosseleção (por exemplo, sessões no estilo Open Space).

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

        Teams choose which backlog items to take in Sprint Planning.

      • AplicadosEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • PropostosSaaSCase-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 Realizar o refinamento do backlog do produto com várias equipes9 casos

      Reunir várias equipes regularmente para construir um entendimento compartilhado do trabalho futuro, dos riscos e da coordenação antes da execução.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Nota de Alexey Krivitsky, 2024-12: Holding Multi-Team Product Backlog Refinement: Establishing regular, multi-team product backlog refinement events. During these sessions, all involved teams align their understanding of upcoming work, dependencies, and priorities. This structure ensures that each increment of work is clearly understood and synchronized, preventing silos and misalignments before development starts.

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

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

      • PropostosAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Realizar revisões no nível do produto4 casos

      Inspecionar os outcomes integrados do produto em vez dos outputs isolados de cada equipe, mantendo o aprendizado no nível certo. Em organizações de serviços: revisar os resultados do serviço de ponta a ponta, não métricas departamentais. Este kata costuma ser praticado em formatos como os Sprint Review Bazaars, em que stakeholders e clientes exploram ativamente soluções funcionando e dão feedback direto, em vez de apenas assistir a apresentações.

      • AplicadosE-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.

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

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

      • AplicadosBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Fatiar o trabalho na vertical3 casos

      Praticar a divisão do trabalho em incrementos ponta a ponta que entregam aprendizado e valor, e não progresso parcial.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Integrar o trabalho continuamente entre equipes

      Reduzir o risco e os atrasos de integração integrando o trabalho continuamente entre todas as equipes e agentes que contribuem, em vez de acumulá-lo e reconciliá-lo tarde. Em contextos de software, isso costuma ser feito com práticas como trunk-based development, monorepos e integração contínua como prática (não como ferramenta).

      Nenhum estudo de caso publicado menciona este kata ainda.

   8. 3.8 Usar o Obeya para a evolução da topologia organizacional5 casos

      Usar um espaço de decisão compartilhado para conectar estratégia, evidências e restrições de design organizacional, permitindo uma evolução deliberada da topologia e não apenas o acompanhamento da entrega.

      • AplicadosProfessional 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.

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

        Nota de Alexey Krivitsky, 2024-12: Using Obeya for Org Topology Evolution: While not explicitly called “Obeya,” the case study implies the use of dedicated forums or physical/virtual spaces where stakeholders (including product owners, coaches, and team representatives) gather to review strategic metrics, progress indicators, and customer feedback. This structure leads to better-informed decisions and quicker action. Over time, these regular strategic gatherings elevate governance and leadership practices.

      • AplicadosBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • PropostosAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

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

   9. 3.9 Aplicar a Evidence-Based Management (EBM) para desenvolver capacidades5 casos

      Usar um pequeno conjunto de medidas significativas em revisões regulares para orientar o aprendizado e a melhoria, em vez de gerir por objetivos.

      • AplicadosInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • AplicadosDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Nota de Alexey Krivitsky, 2024-12: Data-Driven Continuous Improvement: Routinely measuring cycle time, variability, and throughput to guide improvements. Using product analytics, user feedback, and metrics-based decision-making becomes a kata—repeated cycles of gathering data, reflecting, and refining the approach. This ensures that changes aren’t based on guesswork but on evidence and measurable outcomes.

      • Propostos[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.

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

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

4. 4 RecompensasIncentivos e motivação

   Como as pessoas são motivadas e conduzidas: remuneração, promoções, reconhecimento e outros incentivos formais e informais.

   1. 4.1 Reduzir a ênfase nos incentivos de desempenho individual

      Reduzir as estruturas de incentivo que levam à otimização local em detrimento do desempenho do sistema.

      Nenhum estudo de caso publicado menciona este kata ainda.

   2. 4.2 Desenhar carreiras com vento a favor6 casos

      Criar sistemas de carreira que recompensem o crescimento de capacidades e o Multi-learning, apoiando a contribuição das pessoas para outcomes valiosos.

      • AplicadosInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Nota de Alexey Krivitsky, 2024-12: Designing Tailwind Career Paths: Encouraging roles to evolve beyond traditional job titles or hierarchical tracks into more fluid, capability-driven pathways. Instead of fixed roles defined by narrow functions, individuals grow in breadth and depth of skill areas aligned with organizational goals. This provides a structure that consistently nudges people towards multi-skilled growth and adaptability.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Implantar o Beyond Budgeting

      Afrouxar as rígidas restrições do planejamento anual para que os recursos se movam conforme o aprendizado e as prioridades mudam.

      Nenhum estudo de caso publicado menciona este kata ainda.

5. 5 PessoasHabilidades, mentalidades, capacidades

   As habilidades, mentalidades e capacidades necessárias: como a organização recruta, desenvolve e faz crescer pessoas para atender às suas necessidades estratégicas.

   1. 5.1 Incorporar o Multi-learning (assistido por IA) ao trabalho diário2 casos

      Usar a IA para reduzir o custo de aprender novas habilidades enquanto se entrega, ampliando o que as equipes podem assumir com responsabilidade.

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

        Nota de Alexey Krivitsky, 2024-12: Expanding Multi-Learning Within Teams: Encouraging team members to continuously broaden their skill sets and product understanding. Repeatedly filling skill gaps and addressing recurring dependencies shifts teams from narrow specialization to more complete, customer-focused capabilities.

      • PropostosInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Usar o trabalho síncrono em equipe para ampliar capacidade e responsabilidade11 casos

      Aplicar pairing, mobbing e outras formas de trabalho síncrono real entre papéis, equipes e fronteiras funcionais para desenvolver habilidades deliberadamente e reduzir a dependência de especialistas ou repasses.

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

        Planned pairing and mobbing across business and IT.

      • AplicadosEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • AplicadosIndustrial R&DCase Study: Using Org Topologies to Assess the Evolutionary Journey Within Eurecat-FPED, an R&D Organization from Catalonia (Spain)

        Swarming replaced one-researcher-per-initiative work.

        Nota de Alexey Krivitsky, 2024-12: Evolving from Individual Assignments to Collaborative “Swarming”: Teams moved from isolated, researcher-specific initiatives toward collective responsibility and collaboration. By regularly practicing “swarming”—where team members co-own tasks—R&D lines elevated teamwork, increased knowledge sharing, and reduced risk. Repeatedly applying this approach reinforced a culture of continuous improvement and adaptability.

        Nota de Alexey Krivitsky, 2024-12: Sharing Specialized Knowledge Across Teams: The Transversal Team began mentoring and pairing with R&D team members, transferring knowledge and reducing bottlenecks. This routine of pairing and skill-sharing evolved over time, establishing a kata for capability-building and enabling more resilient, multi-skilled teams.

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

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

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

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

      • AplicadosDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • PropostosHealth 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).

      • PropostosInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • PropostosAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Nota de Alexey Krivitsky, 2024-12: Peer Mentoring for Skill and Feature Knowledge: Establishing ongoing, internal mentorship routines that break down silos and elevate shared understanding. Over time, this fosters broader skill sets, enabling multi-skilled teams that more effectively deliver complex features.

      • PropostosSaaSCase 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.

As definições dos elementos são citadas do 10X ORG, que também traz o Katalog completo.

applied proposed or planned Estratégia Estrutura Processos Recompensas Pessoas