Elevating
Katas.

Star Model™ Джея Гэлбрейта учит: организация — это не только оргструктура и не сумма правил, а система взаимосвязанных проектных решений, которые нужно принимать осознанно и держать согласованными.

Звезда состоит из пяти элементов: критериев проектирования организации, вытекающих из стратегии, структуры, процессов, вознаграждения и людей. Когда они согласованы и усиливают друг друга, результативность становится надёжнее и перестаёт быть случайной.

Измените только один — остальные потянут назад. Компания внедряет Scrum как надстройку над процессом, а найм, вознаграждение и структура остаются прежними, и получает предсказуемый итог: «Agile умер». Каты работают со всеми пятью элементами, поэтому перемены становятся системными.

“Люди ведут себя так, как их измеряют, организуют и вознаграждают.”

1. 1 СтратегияНаправление и цели

   Критерии проектирования организации: Результаты, ради которых проектируется организация, выводятся из стратегии и служат эталоном для всех проектных решений.

   1. 1.1 Расширение определения продуктакейсов: 8

      Осознанно расширьте то, что организация считает «продуктом», чтобы команды ориентировались на реальные результаты для клиентов, а не на узкие компоненты или задачи.

      • ПримененоMultipleCase Studies: Org Topologies in Action

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

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

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

        Заметка: 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.

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • ПредложеноEnergyVUCA-Energy

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

      • ПредложеноEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • ПредложеноAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Заметка: 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 Возврат владения продуктом к стратегии и результатамкейсов: 18

      Поместите владение продуктом туда, где встречаются стратегический замысел и ценность, с ответственностью за результаты, а не за координацию поставки на уровне команд. Для этого нужно отказаться от локального владения продуктом на уровне команд и ввести общие или единые структуры владения продуктом.

      • ПримененоHealth 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.

      • ПримененоHigh-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.

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

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

      • ПримененоE-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.

      • ПримененоInsuranceRebuilding for Speed and Adaptiveness

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

      • ПримененоEnergyFrom 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.

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

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

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

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

      • ПримененоIndustrial 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.

        Заметка: 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.

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

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

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

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

        Заметка: 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.

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

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

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

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

      • ПредложеноAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • ПредложеноEnergyVUCA-Energy

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

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

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

      • ПредложеноAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • ПредложеноBankingCase 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 Переход к стратегическому бэклогу, ориентированному на результатыкейсов: 3

      Переведите элементы бэклога от обязательств по выпуску к явным гипотезам о результатах, чтобы обучение и эффект были видны в повседневной приоритизации. В сервисных организациях: очереди обслуживания строятся вокруг результатов для клиентов, а не вокруг типов запросов.

      • ПримененоHigh-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.

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

        Backlog reframed around adoption and impact.

      • ПримененоBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Объединение бэклогов продуктакейсов: 12

      Уменьшите фрагментацию, объединив конкурирующие бэклоги в меньшее число общих, и тем самым заставьте приоритизировать по-настоящему там, где создаётся ценность.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • ПримененоInsuranceRebuilding for Speed and Adaptiveness

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

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

        Заметка: 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.

      • ПримененоSaaSCase 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.

      • ПримененоBankingCase 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.

      • ПредложеноHealth 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.

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

        Listed as a potential future kata.

      • ПредложеноAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Организация вокруг продуктов, а не проектовкейсов: 2

      Замените временные проектные срезы долгосрочным владением продуктами, сохраняя обучение и ответственность во времени.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Сокращение дистанции до клиентовкейсов: 9

      Наладьте регулярный прямой контакт команд с клиентами, чтобы решения опирались на реальность, а не на допущения или суррогаты.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • ПримененоDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

        Заметка: 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.

      • ПредложеноAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • ПредложеноEnergyVUCA-Energy

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

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

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

      • ПредложеноAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Заметка: 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 СтруктураВласть, полномочия, организация

   Как распределены власть и полномочия: роли, подразделения, линии подчинения и базовая архитектура того, кто кому подчиняется.

   1. 2.1 Расширение подразделений до сквозного владения результатомкейсов: 23

      Расширьте мандаты команд, чтобы они могли довести работу от замысла до реализованной ценности. На практике это часто показывает, что организацию нужно упростить, убрав отдельные подразделения, отвечающие за «подготовку» или «доводку» работы, и получить более целостный и адаптивный дизайн организации.

      • ПримененоE-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.

      • ПримененоHigh-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.

      • ПримененоEnergyVUCA-Energy

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

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

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

      • ПримененоMultipleCase Studies: Org Topologies in Action

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

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • ПримененоMultipleStudying 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.

      • ПримененоIndustrial 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.

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

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

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

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

        Заметка: 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.

      • ПримененоDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Заметка: 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.

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

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

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

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

      • ПримененоBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • ПримененоBankingCase 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.

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

        Listed as a long-term strategy.

      • ПредложеноAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • ПредложеноBanking[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.

      • ПредложеноInitiate 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%.

      • ПредложеноAviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Заметка: 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.

      • ПредложеноBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Формирование команды командкейсов: 13

      Создайте лёгкую структуру, в которой команды согласуются вокруг общих целей и сохраняют самостоятельность в исполнении.

      • ПримененоHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • ПримененоInsuranceRebuilding for Speed and Adaptiveness

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

      • ПримененоEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

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

      • ПримененоPublic 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.

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

        Seven coupled teams merged into one collective.

      • ПредложеноAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

        Заметка: 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.

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

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

   3. 2.3 Переход к кросс-функциональному линейному управлению несколькими командами1 case

      Сместите фокус управления с отдельных команд на области ценности из нескольких команд, чтобы координация и обучение шли через границы.

      • ПримененоBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Переосмысление роли менеджера: развитие способностей и забота о системекейсов: 3

      Переведите менеджеров от раздачи указаний к развитию людей и расширению мандатов: к развитию способностей и суждения, нужных для более широкого сквозного владения, и заботе о системе, в которой идёт работа.

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

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

      • ПримененоIndustrial 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.

      • ПредложеноBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Самопроектирование командкейсов: 4

      Дайте командам перепроектировать собственный состав и границы в рамках ясных стратегических и мандатных ограничений, повышая чувство владения и соответствие задаче.

      • ПримененоEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Децентрализация сквозных вопросов через сообществакейсов: 4

      Децентрализуйте владение сквозными вопросами (например, архитектурными принципами, стандартами и политиками): пусть самоорганизующиеся сообщества совместно развивают практики, а зависимость от централизованной координации уменьшается.

      • ПримененоE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • ПредложеноEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Общее владение между командамикейсов: 12

      Расширьте границы технического владения, чтобы команды могли улучшать и чинить без ожидания специалистов или привратников. В разработке ПО это значит, что команды могут работать со всей кодовой базой. В сервисных организациях: общее владение процессами, политиками или обработкой обращений.

      • ПримененоE-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.

      • ПримененоEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • ПримененоPublic 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.

      • ПримененоMultipleCase Studies: Org Topologies in Action

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

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • ПримененоIndustrial 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.

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

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

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

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

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

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

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

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

      • ПредложеноDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ПроцессыПотоки информации и решений

   Как движутся работа и информация: управленческие ритуалы, циклы планирования и бюджетирования, процессы принятия решений.

   1. 3.1 Расширение и общий Definition of Done для командкейсов: 12

      Постоянно расширяйте Definition of Done, чтобы он включал подлинную завершённость и качество, уменьшая скрытую работу, передачи и неприятные сюрпризы в конце.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • ПримененоEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • ПримененоDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • ПредложеноAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Заметка: 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 Общий ритм для командкейсов: 4

      Обеспечьте прозрачность работы и её проверки в общем ритме планирования, обзора и обучения.

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

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

      • ПримененоInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • ПримененоPublic 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 Добровольный выбор работыкейсов: 5

      Позвольте людям и командам брать работу там, где ценность выше, а не полагаться на заранее заданные назначения. Это ката повышает гибкость организации и общее чувство владения и может проводиться через осознанные механизмы самовыбора (например, сессии в духе Open Space).

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

        Teams choose which backlog items to take in Sprint Planning.

      • ПримененоEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • ПредложеноSaaSCase-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 Уточнение бэклога продукта сразу несколькими командамикейсов: 9

      Регулярно собирайте несколько команд, чтобы до исполнения выработать общее понимание предстоящей работы, рисков и координации.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

        Заметка: 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.

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

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

      • ПредложеноAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Обзоры на уровне продуктакейсов: 4

      Проверяйте интегрированные результаты продукта, а не изолированный выпуск отдельных команд, чтобы обучение шло на нужном уровне. В сервисных организациях: обзор сквозных результатов сервиса, а не показателей отделов. Это ката часто реализуют в форматах вроде Sprint Review Bazaar, где стейкхолдеры и клиенты сами изучают работающие решения и дают прямую обратную связь, а не пассивно слушают презентации.

      • ПримененоE-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.

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

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

      • ПримененоBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Вертикальная нарезка работыкейсов: 3

      Практикуйте разбиение работы на сквозные приращения, которые дают обучение и ценность, а не частичный прогресс.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Непрерывная интеграция работы между командами

      Снижайте риски и задержки интеграции, непрерывно интегрируя работу всех участвующих команд и агентов, а не накапливая её и сводя в конце. В разработке ПО это обычно достигается практиками вроде trunk-based development, монорепозиториев и непрерывной интеграции как практики (а не инструмента).

      Пока ни один опубликованный кейс не упоминает это ката.

   8. 3.8 Obeya для эволюции топологии организациикейсов: 5

      Используйте общее пространство решений, чтобы связать стратегию, данные и ограничения дизайна организации, и развивайте топологию осознанно, а не только отслеживайте поставку.

      • ПримененоProfessional 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.

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

        Заметка: 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.

      • ПримененоBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • ПредложеноAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Заметка: 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) для развития способностейкейсов: 5

      Используйте на регулярных обзорах небольшой набор значимых показателей, чтобы направлять обучение и улучшения, а не управляйте по целям.

      • ПримененоInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • ПримененоDigital servicesBusiness Agility with Org Topologies and Kanban

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

        Заметка: 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.

      • Предложено[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.

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

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

4. 4 ВознаграждениеСтимулы и мотивация

   Как людей мотивируют и направляют: оплата, повышения, признание и другие формальные и неформальные стимулы.

   1. 4.1 Отказ от упора на индивидуальные стимулы результативности

      Сократите системы стимулов, которые толкают к локальной оптимизации в ущерб результативности системы.

      Пока ни один опубликованный кейс не упоминает это ката.

   2. 4.2 Карьерные пути с попутным ветромкейсов: 6

      Создайте карьерные системы, которые вознаграждают рост способностей и Multi-learning и поддерживают вклад сотрудников в ценные результаты.

      • ПримененоInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

        Заметка: 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.

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Внедрение Beyond Budgeting

      Ослабьте жёсткие рамки годового планирования, чтобы ресурсы перемещались вслед за обучением и меняющимися приоритетами.

      Пока ни один опубликованный кейс не упоминает это ката.

5. 5 ЛюдиНавыки, мышление, способности

   Нужные навыки, образ мыслей и возможности: как организация нанимает, развивает и растит людей под свои стратегические потребности.

   1. 5.1 Встраивание Multi-learning с помощью ИИ в повседневную работукейсов: 2

      Используйте ИИ, чтобы удешевить освоение новых навыков прямо в процессе поставки и расширить то, что команды могут ответственно взять на себя.

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

        Заметка: 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.

      • ПредложеноInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Синхронная командная работа для расширения способностей и владениякейсов: 11

      Применяйте парную и групповую (mobbing) работу и другие формы настоящей синхронной работы поверх границ ролей, команд и функций, чтобы осознанно растить навыки и уменьшать зависимость от специалистов и передач.

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

        Planned pairing and mobbing across business and IT.

      • ПримененоEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • ПримененоIndustrial 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.

        Заметка: 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.

        Заметка: 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.

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

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

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

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

      • ПримененоDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • ПредложеноHealth 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).

      • ПредложеноInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • ПредложеноAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Заметка: 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.

      • ПредложеноSaaSCase 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.

Определения элементов взяты из 10X ORG, где приведён и полный Katalog.

applied proposed or planned Стратегия Структура Процессы Вознаграждение Люди