{"id":6730,"date":"2024-07-09T14:38:25","date_gmt":"2024-07-09T13:38:25","guid":{"rendered":"https:\/\/thescrumacademy.com\/?p=6730"},"modified":"2024-08-30T14:57:43","modified_gmt":"2024-08-30T13:57:43","slug":"org-topologies-and-doing-better-scrum","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2024\/07\/09\/org-topologies-and-doing-better-scrum\/","title":{"rendered":"Org Topologies\u2122 and Doing Better Scrum"},"content":{"rendered":"

Last month, I did something a bit unusual.\u00a0 Instead of being the instructor, I was a student and attended an <\/span>Org Topologies\u2122 Practitioner course<\/span><\/a>.\u00a0 The things I learned there resonated with me because they helped me answer this question, \u201cWhy do so many organizations struggle to #DoBetterScrum?\u201d\u00a0<\/span><\/p>\n

When done well, Scrum (and other Agile processes) will create change.\u00a0 But many Scrum and Agile adoptions are short-lived or superficial.\u00a0 They do not touch upon the other elements of organizational design – strategy, structure, rewards and people.\u00a0 IME, if you do not adjust these other elements of the system, the organizational design will reject the new processes because they are inconsistent with how the business truly operates.\u00a0 For me, the Org Topologies course gave me a light that I can shine onto an organizational design to discover if it is fit for purpose.<\/span><\/p>\n

What is Org Topologies?<\/span><\/h2>\n

Org Topologies<\/span><\/a> is a mental model published by <\/span>Alexey Krivitsky<\/span><\/a> and <\/span>Roland Flemm<\/span><\/a> to help organizations visualize how their teams are organized.\u00a0 The model is based upon a series of archetypes (Y0, A1, B2, etc.) organized around two axes.\u00a0 The overall goal is to map the various teams within the organization into the different archetypes so that the business can then draw conclusions about the effectiveness of its organizational design to realize its strategic business objectives.\u00a0\u00a0<\/span><\/p>\n

\"\"<\/a>The x-direction measures the delivery capability of each individual unit in the organization.\u00a0 It describes the ability of each unit to sustain fast flow of complete units of value to the customer.\u00a0 On the left side of the x-axis, zero and one, the work is predominantly functional.\u00a0 Specialists, or groups of specialists, focus<\/span><\/p>\n

on completing a single part of the whole.\u00a0 On the right side of the x-axis, two and three, the work is multifunctional.\u00a0 In this case, cross-functional teams must collaborate to deliver a complete slice of customer value.<\/span><\/p>\n

The y-direction measures the scope of the work of each unit in the organization.\u00a0 It describes the level of knowledge each unit has about the customer and the degree of co-ownership of the business outcomes among the various work units.\u00a0 At the lower levels, Y and A, the scope is narrow.\u00a0 Individual tasks or small features that are often disconnected from customers and\\or business outcomes.\u00a0 At the higher levels, B and C, the scope expands to include outcomes that have a broader impact to the business.<\/span><\/p>\n

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How is Success Defined with Org Topologies?<\/span><\/h2>\n

In their model, Krivitsky and Flemm place the highest performing units in a location they call \u201cC3\u201d. \u00a0 When a small business is operating as a start-up, it would be considered a C3 unit.\u00a0 A C3 unit has the following characteristics:<\/span><\/p>\n