Elevating
Katas。

Jay Galbraith 的 Star Model™ 指出，组织不只是组织架构图，也不只是各项政策的总和，而是一个由相互关联的设计选择构成的系统，必须有意识地做出这些选择并保持同步。

星形由五个要素构成：源自战略的组织设计准则、结构、流程、奖励和人员。当它们彼此对齐、相互强化，绩效就会更可靠，更少出于偶然。

只改其中一个，其他的会把它拉回去。一家公司把 Scrum 当作流程上的附加品，而招聘、奖励和结构原封不动，结果完全可以预料：“敏捷已死”。这些 kata 作用于全部五个要素，所以变革是系统性的。

“人们的行为取决于他们如何被衡量、被组织和被奖励。”

1. 1 战略方向与目标

   组织设计标准: 组织设计所要达成的成果源自战略，并作为一切设计选择的基准。

   1. 1.1 拓展产品定义8 个案例

      有意识地拓宽组织对“产品”的界定，让团队围绕真正的客户成果，而不是狭窄的组件或任务来行动。

      • 已应用MultipleCase Studies: Org Topologies in Action

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

      • 已应用FintechCase Study: Introduction of Org Topologies™ in European Fintech

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

        Alexey Krivitsky 的备注，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.

      • 已应用SaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 已建议R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Planned for months 4-6 of the 2026 roadmap.

      • 已建议EnergyVUCA-Energy

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

      • 已建议EnergyFrom 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.

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Named in the text as part of the elevation.

      • 已建议AviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Alexey Krivitsky 的备注，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 让产品负责制回归战略与成果18 个案例

      把产品负责制放在战略意图与价值交汇之处，对成果负责，而不是协调团队层面的交付。这要求避免团队层面的局部产品负责制，转而引入共享或统一的产品负责结构。

      • 已应用Health 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.

      • 已应用High-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.

      • 已应用R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

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

      • 已应用E-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.

      • 已应用InsuranceRebuilding for Speed and Adaptiveness

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

      • 已应用EnergyFrom 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.

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

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

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

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

      • 已应用Industrial 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.

        Alexey Krivitsky 的备注，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.

      • 已应用Digital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

        Alexey Krivitsky 的备注，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.

      • 已应用FintechCase Study: Introduction of Org Topologies™ in European Fintech

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

      • 已应用SaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 已建议AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • 已建议EnergyVUCA-Energy

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

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

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

      • 已建议AviationCase Study: Introducing Org Topologies in an Aviation Program

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

      • 已建议BankingCase 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 采用以成果为基础的战略性 Backlog3 个案例

      把 Backlog 条目从产出承诺转为明确的成果假设，让学习和影响在日常优先级排序中变得可见。在服务型组织中：采用围绕客户成果、而非请求类型来设定的服务队列。

      • 已应用High-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.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Backlog reframed around adoption and impact.

      • 已应用BankingCase Study: Business Banking Transformation Journey at de Volksbank

        Backlogs moved from operational requests to customer-journey features.

   4. 1.4 合并产品 Backlog12 个案例

      把相互竞争的 Backlog 合并为更少的共享 Backlog，以减少碎片化，迫使在创造价值的层面做真正的优先级排序。

      • 已应用R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Three directions' backlogs consolidated into shared backlogs.

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

        All managers' separate backlogs merged into one Product Backlog.

      • 已应用InsuranceRebuilding for Speed and Adaptiveness

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

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

        One backlog per product area replaced per-component backlogs.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitsky 的备注，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.

      • 已应用SaaSCase 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.

      • 已应用BankingCase 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.

      • 已建议Health 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.

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

        Listed as a potential future kata.

      • 已建议AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; one backlog per team still existed.

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Each team-of-teams works from one backlog.

   5. 1.5 围绕产品而非项目来组织2 个案例

      用对产品的长期负责取代临时的项目切片，让学习和问责得以长期保留。

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

        Long-lived stable teams as the core organizational unit.

      • 已应用MultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

        Units are formed around product lines, not projects.

   6. 1.6 缩短与客户的距离9 个案例

      让团队与客户之间保持定期、直接的接触，使决策基于现实，而不是假设或替代指标。

      • 已应用MultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

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

      • 已应用Digital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Analytique produit, entretiens et tests utilisateurs intégrés au flux.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

      • 已应用Digital servicesBusiness Agility with Org Topologies and Kanban

        User tests, analytics and in-team UX practice.

      • 已应用FintechCase Study: Introduction of Org Topologies™ in European Fintech

        Forgotten-PW team talked directly to customers.

        Alexey Krivitsky 的备注，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.

      • 已建议AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

        Engineers and designers talk to customers directly for faster feedback.

      • 已建议EnergyVUCA-Energy

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

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

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

      • 已建议AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned pilot with an end-user inside a team.

        Alexey Krivitsky 的备注，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 结构权力、权威、组织

   权力和权威如何分配：角色、单元、汇报线，以及谁向谁汇报的基本架构。

   1. 2.1 扩展单元，走向端到端的成果负责23 个案例

      拓宽团队的授权，使其能完成从意图到实现价值的全部工作。实践中，这往往会暴露出简化组织的必要：取消专门负责“准备”或“收尾”工作的独立单元，从而得到更连贯、更具适应力的组织设计。

      • 已应用E-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.

      • 已应用High-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.

      • 已应用EnergyVUCA-Energy

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

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

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

      • 已应用MultipleCase Studies: Org Topologies in Action

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

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

        Component teams became end-to-end teams.

      • 已应用MultipleStudying 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.

      • 已应用Industrial 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.

      • 已应用Digital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 已应用BankingExperience Report: Towards Business-Oriented Org Design at Raiffeisen Bank

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

        Alexey Krivitsky 的备注，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.

      • 已应用Digital servicesBusiness Agility with Org Topologies and Kanban

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

        Alexey Krivitsky 的备注，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.

      • 已应用FintechCase Study: Introduction of Org Topologies™ in European Fintech

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

      • 已应用R&DCase Study: from Component Teams to Team Topologies to FaST Agile

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

      • 已应用BankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • 已应用BankingCase 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.

      • 已建议R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Listed as a long-term strategy.

      • 已建议AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

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

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

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

      • 已建议Banking[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.

      • 已建议Initiate 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%.

      • 已建议AviationCase Study: Introducing Org Topologies in an Aviation Program

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

        Alexey Krivitsky 的备注，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.

      • 已建议BankingFacilitating a Mapping Workshop with Org Topologies™

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

   2. 2.2 组建团队的团队13 个案例

      建立一种轻量的结构，让团队围绕共同目标保持一致，同时在执行上保持自主。

      • 已应用Health 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.

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

        Target: three partial-solution teams coordinating themselves.

      • 已应用InsuranceRebuilding for Speed and Adaptiveness

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

      • 已应用EnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams were grouped into three customer-segment areas.

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

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

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

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

      • 已应用Public 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.

      • 已应用R&DCase Study: from Component Teams to Team Topologies to FaST Agile

        Seven coupled teams merged into one collective.

      • 已建议AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

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

      • 已建议Banking[Français] Cartographie d'un groupe d'équipes avec OrgTopologies

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

      • 已建议BankingExperience Report: Towards Business-Oriented Org Design at Raiffeisen Bank

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

        Alexey Krivitsky 的备注，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.

      • 已建议SaaSCase-Study: Loglass Using Org Topologies to Set Target Org Design

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

   3. 2.3 走向多团队、跨职能的直线管理1 case

      把管理的重心从单个团队转向多团队的价值领域，促进跨边界的协调与学习。

      • 已应用BankingCase Study: Business Banking Transformation Journey at de Volksbank

        Hubs with business, IT and operations replaced departmental management.

   4. 2.4 围绕能力建设和系统守护重新定义管理者角色3 个案例

      让管理者从下达指令转向培养人、扩大授权：培养更广泛的端到端负责所需的能力与判断力，同时守护围绕工作的整个系统。

      • 已应用MultipleStudying Org Designs of Haier's RDHY and Bayer's DSO

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

      • 已应用Industrial 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.

      • 已建议BankingCase Study: Business Banking Transformation Journey at de Volksbank

        Pilot learning calls for repurposing middle managers to serve teams.

   5. 2.5 让团队自我设计4 个案例

      让团队在清晰的战略和授权约束内，重新设计自己的构成与边界，增强主人翁意识和对目的的适配度。

      • 已应用EnergyDoing a LeSS Flip in Two Months with Org Topologies

        Teams designed themselves on flip day.

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

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

      • 已应用R&DCase Study: from Component Teams to Team Topologies to FaST Agile

        The FaST Collective reshapes its own teams regularly.

      • 已建议SaaSCase-Study: Loglass Using Org Topologies to Set Target Org Design

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

   6. 2.6 通过社群分散跨领域关切4 个案例

      分散跨领域关切（如架构指南、标准和政策）的负责权，让自组织的社群协作演进实践，减少对集中协调的依赖。

      • 已应用E-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).

      • 已建议R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Technical communities of practice recommended to spread knowledge.

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Suggested enabler for shared components.

      • 已建议EnergyElevating an EV Scale-up with Org Topologies

        Listed among post-flip experiments.

   7. 2.7 跨团队共享所有权12 个案例

      扩大技术所有权的边界，使团队无需等待专家或把关者就能改进和修复问题。在软件开发中，这意味着允许团队在整个代码库中工作。在服务型组织中：共享流程、政策或个案处理的所有权。

      • 已应用E-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.

      • 已应用EnergyDoing a LeSS Flip in Two Months with Org Topologies

        Rotating support duty shared bug ownership across teams.

      • 已应用Public 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.

      • 已应用MultipleCase Studies: Org Topologies in Action

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

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

        Duty rotation shared ownership beyond the original components.

      • 已应用Industrial 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.

      • 已应用FintechCase Study: Introduction of Org Topologies™ in European Fintech

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

      • 已应用SaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

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

      • 已建议BankingExperience Report: Towards Business-Oriented Org Design at Raiffeisen Bank

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

      • 已建议Digital servicesBusiness Agility with Org Topologies and Kanban

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

      • 已建议R&DExperience Report in which Steve introduces Marcus to Org Topologies™

        Suggested alternative to filing tickets against other teams.

3. 3 流程信息流与决策流

   工作和信息如何流动：治理例行事务、规划和预算周期，以及决策流程。

   1. 3.1 跨团队扩展并共享 Definition of Done12 个案例

      不断拓宽 Definition of Done，使其涵盖真正的完整性和质量，减少隐藏的工作、交接和迟到的意外。

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

        Planned DoD that covers operations.

      • 已应用R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        A shared Definition of Done was established across teams.

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

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

      • 已应用EnergyDoing a LeSS Flip in Two Months with Org Topologies

        A shared Definition of Done was defined on flip day.

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

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

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

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

      • 已应用Digital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        DoD workshops and visible undone work.

      • 已应用Digital servicesBusiness Agility with Org Topologies and Kanban

        Done extended to collecting usage feedback.

      • 已应用SaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Named in the text as part of the elevation.

      • 已建议AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned shared DoD across teams.

        Alexey Krivitsky 的备注，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 跨团队共享同一节奏4 个案例

      在共同的规划、评审和学习节奏中做事、检视工作，从而建立透明度。

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

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

      • 已应用InsuranceRebuilding for Speed and Adaptiveness

        All teams run the same two-week iteration.

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

        Teams in an area share one planning and review rhythm.

      • 已应用Public 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 自愿认领工作5 个案例

      让个人和团队在价值最高之处拉取工作，而不是依赖预先分配。这个 Kata 增强组织的灵活性和共同所有权，可以通过有意的自我选择机制来实施（例如开放空间式的会议）。

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

        Teams choose which backlog items to take in Sprint Planning.

      • 已应用EnergyDoing a LeSS Flip in Two Months with Org Topologies

        People volunteered for the new setup during the flip.

      • 已应用R&DCase Study: from Component Teams to Team Topologies to FaST Agile

        Open Space self-selection of work each FaST cycle.

      • 已应用SaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 已建议SaaSCase-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 举行多团队产品 Backlog 梳理9 个案例

      定期让多个团队聚在一起，在执行之前对即将到来的工作、风险和协调形成共同理解。

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

        Planned joint refinement across the three teams.

      • 已应用R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Teams began refining work together across teams.

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

        Initial and regular multi-team refinement in mixed groups.

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

        Teams in an area refined the shared backlog together.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitsky 的备注，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.

      • 已应用SaaSCase Study: Studying LeSS Adoption at Poster POS Inc. with Org Topologies

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

      • 已建议AutomotiveStudying Elevation Opportunities in Automotive Data Exchange

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

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

        Recommended next step; each team still refined alone.

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Joint refinement for earlier expertise and feedback.

   5. 3.5 举行产品层面的评审4 个案例

      检视整合后的产品成果，而不是孤立的团队产出，让学习发生在正确的层面。在服务型组织中：评审端到端的服务成果，而不是部门指标。这个 Kata 常通过 Sprint Review Bazaar 等形式来实现，利益相关者和客户在其中主动探索可运行的方案并给出直接反馈，而不是被动地听演示。

      • 已应用E-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.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

      • 已应用BankingCase 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.

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

        Listed as a potential future kata.

   6. 3.6 纵向切分工作3 个案例

      练习把工作拆成端到端的增量，带来学习和价值，而不是局部的进展。

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

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

      • 已应用Digital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

        Découpage en petits incréments livrables.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Story mapping used to slice valuable increments.

   7. 3.7 跨团队持续集成工作

      在所有参与的团队和智能体之间持续集成工作，而不是攒成一批后期再对齐，以降低集成风险和延迟。在软件场景中，通常通过主干开发、单一代码库（monorepo）和作为一种实践（而非工具）的持续集成来实现。

      目前还没有已发布的案例研究提到这个 Kata。

   8. 3.8 用 Obeya 推动组织拓扑演进5 个案例

      用一个共享的决策空间把战略、证据和组织设计的约束连接起来，从而有意识地推动拓扑演进，而不只是跟踪交付。

      • 已应用Professional 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.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitsky 的备注，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.

      • 已应用BankingCase Study: Business Banking Transformation Journey at de Volksbank

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

      • 已建议R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Obeya planned for the first horizon of 2026.

      • 已建议AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned Obeya room for shared visibility.

        Alexey Krivitsky 的备注，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 应用循证管理（EBM）建设能力5 个案例

      在定期评审中使用少量有意义的度量来引导学习和改进，而不是目标管理。

      • 已应用InsuranceRebuilding for Speed and Adaptiveness

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

      • 已应用Digital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 已应用Digital servicesBusiness Agility with Org Topologies and Kanban

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

        Alexey Krivitsky 的备注，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.

      • 已建议[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.

      • 已建议Initiate the alignment of your organization and strategy with Org Topologies™

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

4. 4 奖酬激励与动机

   人如何被激励和引导：薪酬、晋升、认可，以及其他正式和非正式的激励。

   1. 4.1 弱化个人绩效激励

      减少那些以牺牲系统绩效为代价、助长局部优化的激励结构。

      目前还没有已发布的案例研究提到这个 Kata。

   2. 4.2 设计顺风式职业路径6 个案例

      建立奖励能力成长和 Multi-learning 的职业体系，支持员工为有价值的成果做出贡献。

      • 已应用InsuranceRebuilding for Speed and Adaptiveness

        Career ladders rewritten with clearer expectations and fewer specialist roles.

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

        A single product-developer role replaced component specialties.

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

        Alexey Krivitsky 的备注，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.

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

        Listed as a potential future kata.

      • 已建议R&DRedesigning an organization with Cynefin Estuarine mapping and Org Topologies

        Development plans planned for horizon 3.

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

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

   3. 4.3 实施超越预算

      放松僵化的年度计划约束，让资源能随着学习和优先级的变化而流动。

      目前还没有已发布的案例研究提到这个 Kata。

5. 5 人员技能、心态、能力

   所需的技能、心态和能力：组织如何招募、培养和发展人员，以匹配其战略需要。

   1. 5.1 把（AI 辅助的）Multi-learning 融入日常工作2 个案例

      用 AI 降低边交付边学习新技能的成本，扩大团队可以负责任地承担的范围。

      • 已应用FintechCase Study: Introduction of Org Topologies™ in European Fintech

        Alexey Krivitsky 的备注，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.

      • 已建议InsuranceRebuilding for Speed and Adaptiveness

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

   2. 5.2 用同步的团队协作扩展能力与所有权11 个案例

      跨角色、团队和职能边界开展结对、群体编程（mobbing）及其他真正同步的工作，有意识地提升技能，减少对专家或交接的依赖。

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

        Planned pairing and mobbing across business and IT.

      • 已应用EnergyElevating an EV Scale-up with Org Topologies

        Pair and mob programming followed the flip.

      • 已应用Industrial 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.

        Alexey Krivitsky 的备注，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.

        Alexey Krivitsky 的备注，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.

      • 已应用Digital services[Français] Org Topologies & Stratégie Kanban pour augmenter son agilité business

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

      • 已应用HR techCase Study: Enhancing Strobbo's Agile Journey with Org Topologies

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

      • 已应用Digital servicesBusiness Agility with Org Topologies and Kanban

        Functional and technical people paired regularly.

      • 已建议Health 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).

      • 已建议InsuranceRebuilding for Speed and Adaptiveness

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

      • 已建议High-tech manufacturingIdentifying Shared Skills to Elevate a Complex Product Org with Org Topologies

        Suggested enabler for shared work.

      • 已建议AviationCase Study: Introducing Org Topologies in an Aviation Program

        Planned peer mentoring to spread feature knowledge; loose fit.

        Alexey Krivitsky 的备注，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.

      • 已建议SaaSCase 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.

要素的定义引自 10X ORG，书中也列出了完整的 Katalog。

applied proposed or planned 战略 结构 流程 奖酬 人员