Insights on How Team Topologies Drive Organizational Success - Manuel Pais - GOTO 2024 - Part I (Category Management)

Interesting. speech Manuel Pais, co-author of Team Topologies, shares insights from the practical application of command topology. For me, this video is super-interesting, as I did a brief review of this book in three parts long ago.

• Teams as means of Delivery
• Team Topologies that work for flow
• Evolving team interactions for innovation and rapid delivery And then I wrote it down. First Episode of Code of Leadership along with Stanislaw Halup.

The same performance by Manuel Pais contains the following interesting moments:

1. No single approach solves all problems at once, and this applies to the topology of teams.
2. The comic Comic Agile talks funny about Team Topologiesbut not too correctly (by the author):)
3. Team topologies is a socio-technical approach to improving flow and hapiness. Fast flow requires greater autonomy and clear purpose.
4. Large organizations ask how to grow sustainably, how to become highly productive, how to engage employees.
5. The author analyzes the problem of slow delivery due to the high connectivity of commands. As a case study, the JP Morgan example is given, where the author solved this through business aligned value streams. To do this, it was necessary to understand the nature of dependencies, make teams cross-functional and improve communication between them. At the end of the day, the boys were reduced. 60% dependency between teams. Public case studies are available at teamtopologies.comThe JP Morgan case is not publicly available. From here the author draws Decouple teams by decoupling their streams/products ("decoupling responsibilities")

• Practice: Independent service heuristics (ISH). The goal is to provide independent-viable services. You can start with the question of whether such a candidate streams can work as a separate SaaS product in the cloud.

6. The author turns to the lack of business flexibility due to organizational frictions (org frictions). Here, as a case study, the history of Telenet is given. (It's not on the site either.). In this case for any feature required the participation of a huge number of teams. It slowed any change to the limit. On the way out, the author again leads Minimize structural complexity through grouping closely related streams of value

• Practice: Team (Tribe) interaction modeling. We need to identify and jointly strategize about a command structure that can evolve in the future.

Continuation of the review in the next post.

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