Elevating
Katas.

Jay Galbraiths Star Model™ lär oss att en organisation inte bara är sitt organisationsschema eller summan av sina policyer, utan ett system av sammanlänkade designval som måste göras medvetet och hållas i takt.

Fem element bildar stjärnan: de kriterier för organisationsdesign som härleds ur strategin, struktur, processer, belöningar och människor. När de är i linje och förstärker varandra blir prestationen mer pålitlig och mindre slumpmässig.

Ändra bara ett, så drar de andra tillbaka. Ett företag som inför Scrum som ett processtillägg, medan rekrytering, belöningar och struktur förblir som förut, får det väntade resultatet: ”Agile is dead.” Katorna verkar på alla fem elementen, så förändringen blir systemisk.

“Människor beter sig efter hur de mäts, organiseras och belönas.”

1. 1 StrategiRiktning och mål

   Designkriterier för organisationen: De resultat organisationen är designad för att uppnå härleds ur strategin och används som måttstock för alla designval.

   1. 1.1 Att vidga produktdefinitionen8 fall

      Vidga medvetet vad organisationen räknar som ”produkten”, så att teamen utgår från verkliga kundoutcomes i stället för snäva komponenter eller uppgifter.

      • TillämpadeMultipleCase Studies: Org Topologies in Action

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

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

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

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

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

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

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

        Planned for months 4-6 of the 2026 roadmap.

      • FöreslagnaEnergyVUCA-Energy

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

      • FöreslagnaEnergyFrom 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.

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

        Named in the text as part of the elevation.

      • FöreslagnaAviationCase Study: Introducing Org Topologies in an Aviation Program

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

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

   2. 1.2 Att flytta produktägarskapet till strategi och outcomes18 fall

      Placera produktägarskapet där strategisk avsikt och värde möts, med ansvar för outcomes i stället för samordning av leveransen på teamnivå. Det kräver att man undviker lokalt produktägarskap på teamnivå och inför gemensamma eller enhetliga strukturer för produktägarskap.

      • TillämpadeHealth 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.

      • TillämpadeHigh-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.

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

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

      • TillämpadeE-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.

      • TillämpadeInsuranceRebuilding for Speed and Adaptiveness

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

      • TillämpadeEnergyFrom 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.

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

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

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

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

      • TillämpadeIndustrial 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.

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

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

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

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

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

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

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

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

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

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

      • FöreslagnaAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • FöreslagnaEnergyVUCA-Energy

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

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

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

      • FöreslagnaAviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • FöreslagnaBankingCase 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 Att införa en strategisk, outcomebaserad backlog3 fall

      Flytta backlogposter från åtaganden om outputs till uttalade outcomehypoteser, så att lärande och effekt syns i den dagliga prioriteringen. I tjänsteorganisationer: att införa servicekköer utformade kring kundens outcomes, inte kring typer av ärenden.

      • TillämpadeHigh-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.

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

        Backlog reframed around adoption and impact.

      • TillämpadeBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 Att slå ihop produktbacklogar12 fall

      Minska fragmenteringen genom att samla konkurrerande backlogar i färre gemensamma, så att verklig prioritering tvingas fram på den nivå där värdet skapas.

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

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • TillämpadeInsuranceRebuilding for Speed and Adaptiveness

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

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

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

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

      • TillämpadeSaaSCase 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.

      • TillämpadeBankingCase 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.

      • FöreslagnaHealth 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.

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

        Listed as a potential future kata.

      • FöreslagnaAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

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

        Each team-of-teams works from one backlog.

   5. 1.5 Att organisera kring produkter, inte projekt2 fall

      Ersätt tillfälliga projektskivor med långvarigt ägarskap av produkter, så att lärande och ansvar bevaras över tid.

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

        Long-lived stable teams as the core organizational unit.

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

        Units are formed around product lines, not projects.

   6. 1.6 Att minimera avståndet till kunderna9 fall

      Skapa regelbunden, direkt kontakt mellan team och kunder, så att besluten bygger på verkligheten i stället för antaganden eller ställföreträdare.

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

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

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

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

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

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

      • TillämpadeDigital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

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

        Forgotten-PW team talked directly to customers.

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

      • FöreslagnaAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • FöreslagnaEnergyVUCA-Energy

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

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

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

      • FöreslagnaAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

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

2. 2 StrukturMakt, befogenheter, organisation

   Hur makt och befogenheter fördelas: roller, enheter, rapporteringsvägar och den grundläggande arkitekturen för vem som rapporterar till vem.

   1. 2.1 Att vidga enheter mot end-to-end-ägarskap av outcomes23 fall

      Vidga teamens mandat så att de kan slutföra arbetet från avsikt till realiserat värde. I praktiken visar det ofta på ett behov av att förenkla organisationen genom att ta bort separata enheter som ansvarar för att ”förbereda” eller ”avsluta” arbete, vilket ger en mer sammanhängande och adaptiv organisationsdesign.

      • TillämpadeE-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.

      • TillämpadeHigh-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.

      • TillämpadeEnergyVUCA-Energy

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

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

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

      • TillämpadeMultipleCase Studies: Org Topologies in Action

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

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • TillämpadeMultipleStudying 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.

      • TillämpadeIndustrial 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.

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

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

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

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

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

      • TillämpadeDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

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

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

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

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

      • TillämpadeBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • TillämpadeBankingCase 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.

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

        Listed as a long-term strategy.

      • FöreslagnaAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • FöreslagnaBanking[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.

      • FöreslagnaInitiate 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%.

      • FöreslagnaAviationCase Study: Introducing Org Topologies in an Aviation Program

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

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

      • FöreslagnaBankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 Att bilda ett team av team13 fall

      Skapa en lättviktig struktur där teamen riktar in sig på gemensamma mål men behåller sin självständighet i genomförandet.

      • TillämpadeHealth 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.

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

        Target: three partial-solution teams coordinating themselves.

      • TillämpadeInsuranceRebuilding for Speed and Adaptiveness

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

      • TillämpadeEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

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

      • TillämpadePublic 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.

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

        Seven coupled teams merged into one collective.

      • FöreslagnaAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

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

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

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

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

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

   3. 2.3 Att gå mot tvärfunktionell linjeledning över flera team1 case

      Flytta chefernas fokus från enskilda team till värdeområden med flera team, så att samordning och lärande kan ske över gränserna.

      • TillämpadeBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 Att omdefiniera chefsrollen kring förmågebyggande och systemansvar3 fall

      Flytta cheferna från att ge instruktioner till att utveckla människor och vidga mandat – bygga den förmåga och det omdöme som krävs för bredare, end-to-end-ägarskap – samtidigt som de förvaltar systemet runt arbetet.

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

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

      • TillämpadeIndustrial 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.

      • FöreslagnaBankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 Att möjliggöra teamens självdesign4 fall

      Låt teamen designa om sin egen sammansättning och sina gränser inom tydliga strategiska ramar och mandatramar, vilket ökar ägarskapet och anpassningen till syftet.

      • TillämpadeEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

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

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

        The FaST Collective reshapes its own teams regularly.

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

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

   6. 2.6 Att decentralisera övergripande frågor genom communities4 fall

      Decentralisera ägarskapet för övergripande frågor (som arkitekturriktlinjer, standarder och policyer) genom att låta självorganiserande communities utveckla arbetssätten tillsammans, vilket minskar beroendet av central samordning.

      • TillämpadeE-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).

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

        Technical communities of practice recommended to spread knowledge.

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

        Suggested enabler for shared components.

      • FöreslagnaEnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 Att dela ägarskap mellan team12 fall

      Vidga de tekniska ägarskapsgränserna så att teamen kan förbättra och rätta till problem utan att vänta på specialister eller grindvakter. I mjukvaruutveckling innebär det att teamen får arbeta i hela kodbasen. I tjänsteorganisationer: att dela ägarskapet för processer, policyer eller ärendehantering.

      • TillämpadeE-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.

      • TillämpadeEnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • TillämpadePublic 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.

      • TillämpadeMultipleCase Studies: Org Topologies in Action

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

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • TillämpadeIndustrial 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.

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

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

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

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

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

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

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

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

      • FöreslagnaDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

        Suggested alternative to filing tickets against other teams.

3. 3 ProcesserInformations- och beslutsflöden

   Hur arbete och information flödar: styrningsrutiner, plannings- och budgetcykler samt beslutsprocesser.

   1. 3.1 Att vidga och dela Definition of Done mellan team12 fall

      Vidga kontinuerligt Definition of Done så att den omfattar verklig fullständighet och kvalitet, vilket minskar dolt arbete, överlämningar och sena överraskningar.

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

        Planned DoD that covers operations.

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

        A shared Definition of Done was established across teams.

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

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

      • TillämpadeEnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

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

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

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

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

        DoD workshops and visible undone work.

      • TillämpadeDigital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

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

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

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

        Named in the text as part of the elevation.

      • FöreslagnaAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

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

   2. 3.2 Att dela samma kadens mellan team4 fall

      Skapa transparens i utförande och granskning av arbetet genom en gemensam rytm för planering, review och lärande.

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

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

      • TillämpadeInsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • TillämpadePublic 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 Att anmäla sig frivilligt till arbete5 fall

      Låt individer och team dra till sig arbete där värdet är störst, i stället för att förlita sig på förutbestämda uppdrag. Katan ökar organisationens flexibilitet och det gemensamma ägarskapet och kan genomföras med medvetna mekanismer för självval (till exempel sessioner i stil med Open Space).

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

        Teams choose which backlog items to take in Sprint Planning.

      • TillämpadeEnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

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

        Open Space self-selection of work each FaST cycle.

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

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

      • FöreslagnaSaaSCase-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 Att hålla backlogrefinement för flera team9 fall

      Samla flera team regelbundet för att bygga en gemensam förståelse av kommande arbete, risker och samordning innan genomförandet.

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

        Planned joint refinement across the three teams.

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

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

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

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

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

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

      • FöreslagnaAutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

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

        Joint refinement for earlier expertise and feedback.

   5. 3.5 Att hålla reviews på produktnivå4 fall

      Granska integrerade produktoutcomes i stället för enskilda teams outputs, så att lärandet sker på rätt nivå. I tjänsteorganisationer: att granska end-to-end-outcomes för tjänsten, inte avdelningarnas mått. Katan genomförs ofta i format som Sprint Review Bazaars, där intressenter och kunder aktivt utforskar fungerande lösningar och ger direkt återkoppling i stället för att passivt ta del av presentationer.

      • TillämpadeE-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.

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

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

      • TillämpadeBankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 Att skiva arbetet vertikalt3 fall

      Öva på att dela upp arbetet i end-to-end-inkrement som ger lärande och värde, inte delvis framsteg.

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

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

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

        Découpage en petits incréments livrables.

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

        Story mapping used to slice valuable increments.

   7. 3.7 Att integrera arbetet kontinuerligt mellan team

      Minska integrationsrisker och förseningar genom att integrera arbetet kontinuerligt mellan alla bidragande team och agenter, i stället för att samla och förena det sent. I mjukvaruutveckling sker det vanligen med praktiker som trunk-based development, monorepon och kontinuerlig integration som arbetssätt (inte som verktyg).

      Ingen publicerad fallstudie nämner den här katan ännu.

   8. 3.8 Att använda Obeya för att utveckla organisationstopologin5 fall

      Använd ett gemensamt beslutsrum för att koppla ihop strategi, evidens och organisationsdesignens begränsningar, så att topologin utvecklas medvetet i stället för att bara följa leveransen.

      • TillämpadeProfessional 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.

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

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

      • TillämpadeBankingCase Study: Business Banking Transformation Journey at de Volksbank

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

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

        Obeya planned for the first horizon of 2026.

      • FöreslagnaAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

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

   9. 3.9 Att tillämpa Evidence-Based Management (EBM) för att bygga förmåga5 fall

      Använd ett fåtal meningsfulla mått i regelbundna reviews för att styra lärande och förbättring, i stället för att styra med mål.

      • TillämpadeInsuranceRebuilding for Speed and Adaptiveness

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

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

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

      • TillämpadeDigital servicesBusiness Agility with Org Topologies and Kanban

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

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

      • Föreslagna[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.

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

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

4. 4 BelöningarIncitament och motivation

   Hur människor motiveras och styrs: ersättning, befordringar, erkännande och andra formella och informella incitament.

   1. 4.1 Att tona ner individuella prestationsincitament

      Minska incitamentsstrukturer som driver lokal optimering på bekostnad av systemets prestation.

      Ingen publicerad fallstudie nämner den här katan ännu.

   2. 4.2 Att utforma karriärvägar med medvind6 fall

      Skapa karriärsystem som belönar växande förmåga och multi-learning, så att medarbetarna kan bidra till värdefulla outcomes.

      • TillämpadeInsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

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

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

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

        Listed as a potential future kata.

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

        Development plans planned for horizon 3.

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

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

   3. 4.3 Att införa Beyond Budgeting

      Lätta på de stela årliga planeringsramarna så att resurser kan flyttas när lärande och prioriteringar ändras.

      Ingen publicerad fallstudie nämner den här katan ännu.

5. 5 MänniskorFärdigheter, tänkesätt, förmågor

   De färdigheter, tänkesätt och förmågor som behövs: hur organisationen rekryterar, utvecklar och låter människor växa för att möta sina strategiska behov.

   1. 5.1 Att förankra (AI-stödd) multi-learning i det dagliga arbetet2 fall

      Använd AI för att sänka kostnaden för att lära sig nya färdigheter medan man levererar, och vidga det teamen på ett ansvarsfullt sätt kan ta sig an.

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

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

      • FöreslagnaInsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 Att använda synkront teamarbete för att vidga förmåga och ägarskap11 fall

      Använd parprogrammering, mobbing och andra former av verkligt synkront arbete över roll-, team- och funktionsgränser för att medvetet växa i färdigheter och minska beroendet av specialister eller överlämningar.

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

        Planned pairing and mobbing across business and IT.

      • TillämpadeEnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • TillämpadeIndustrial 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.

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

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

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

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

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

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

      • TillämpadeDigital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • FöreslagnaHealth 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).

      • FöreslagnaInsuranceRebuilding for Speed and Adaptiveness

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

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

        Suggested enabler for shared work.

      • FöreslagnaAviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

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

      • FöreslagnaSaaSCase 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.

Elementdefinitionerna är citerade från 10X ORG, som också listar hela Katalog.

applied proposed or planned Strategi Struktur Processer Belöningar Människor