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Team Topologies - core agility for the self-ste...

Team Topologies - core agility for the self-steering organization - Digitale Leute Summit

Many organizations lack the core organizational practices to be able to respond flexibly to changing business contexts. Organizations are often “stiff” and inflexible, lacking awareness of what the organization can achieve, and shackled by rigid frameworks that prevent movement and suppleness.

The book Team Topologies points the way to profound changes for the operating model for organizations building and running software-enriched services. At the heart of Team Topologies is the principle of fast flow: multiple ongoing streams of changes to software-enriched services done safely and sustainably.

Team Topologies acts like yoga or pilates for the organization, providing core agility and situational awareness that helps the organization to become more nimble and adaptable, more realistic in terms of capabilities, and ultimately more ready to achieve great things.

Using the Team Topologies patterns organizations can expect to see significant benefits, including:

- Increased business agility - the ability to respond rapidly to changing internal and external conditions
- Increased clarity of purpose at all levels of the organization
- Shared language for navigating all kinds of knowledge-work
- A more harmonious relationship between technology and people
- Increased staff wellbeing and engagement (autonomy, mastery, purpose)

In this talk, Matthew Skelton - co-author of the book Team Topologies - explores some of the benefits of adopting Team Topologies (and fast flow generally) in terms of wider organizational and business goals, and how organizations can become more nimble by adopting the underlying “core agility” practices that Team Topologies provides.

Matthew Skelton

November 13, 2024
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  1. TeamTopologies.com @TeamTopologies Team Topologies core agility for the self-steering organization

    Matthew Skelton, co-author of Team Topologies Digitale Leute Summit, Köln, DE| 13 November 2024 Talk 52
  2. Matthew Skelton 3 Co-author of the book Team Topologies Holistic

    Innovation LinkedIn: matthewskelton Mastodon: @matthewskelton@mastodon.social
  3. Team Topologies 4 Organizing business and technology teams for fast

    flow Matthew Skelton & Manuel Pais IT Revolution Press, 2019 teamtopologies.com/book
  4. 5 “We are on a mission to make work more

    humane and more effective for everyone via Team Topologies patterns and principles.” https://teamtopologies.com/mission
  5. 6 The core Team Topologies operation will soon be not-for-profit.

    We’re here to support you, not make $$$ from certifications.
  6. 8

  7. 9 How can you run a marathon, or dance ballet,

    or climb a rockface if you don’t have core agility?
  8. 10

  9. 12 Most organizations do not invest the time in core

    agility and self-awareness … but then complain that “things are too slow”
  10. Team Topologies is a way to navigate the transition from

    “Project” to “Product” 📅➡📦 21
  11. “Team Topologies is a set of coherent patterns to encourage

    emergent behaviors for fast flow in humane organizations” 22 Matthew Skelton
  12. 46 7 - Encourage teams to be close to their

    customers - internal and external
  13. 47 8 - Acknowledge that it is not possible to

    predict the behavior of modern complex software ecosystems - design your processes to match
  14. 51 If each person in the organization is blocked for

    1 hour per working day, how much does this cost?
  15. 52 • Fully-loaded cost: €160k per year • 260 paid

    days per year • Total of 400 people
  16. 53 Person fully weighted cost per year Person cost per

    day Hours blocked per 8-hour day Days blocked per 260-day year Cost of blockers per person per year Number of people Total cost of blockers per year €160,000.00 €615.38 1 32.5 €20,000.00 400 €8,000,000.00 €8 million per year 💥
  17. Case Study “How JP Morgan Applied Team Topologies to Improve

    Flow in a Market Leading Enterprise Platform” 55 https://www.youtube.com/ watch?v=y3OL7dv2l48 Fast Flow Conf 💖 https://www.fastflowconf.com/
  18. 58 Engineer fully weighted cost per year Engineer cost per

    day Hours blocked per 8-hour day Days blocked per 260-day year Cost of blockers per engineer per year Number of engineers Total cost of blockers per year €160,000.00 €615.38 1 32.5 €20,000.00 400 €8,000,000.00 €8 million per year 💥 Remember this? [Note: these are not figures from JP Morgan]
  19. TT principle #1 60 4 team types (well, 3 +

    1) grouping Image © 2019 Matthew Skelton and Manuel Pais. Used with permission.
  20. TT principle #2 63 3 team interaction modes Image ©

    2019 Matthew Skelton and Manuel Pais. Used with permission.
  21. The constraints on interactions provide signals to tell us when

    boundaries are not good for fast flow 64
  22. The constraints on interactions provide signals to tell us about

    intent/mission, capabilities, skills, strategy, and lots more… 65
  23. Organizing for fast flow means we are happy with: duplication,

    (a few) different versions, async + eventual consistency, ‘internal marketplace’, etc. 67
  24. Using team cognitive load as a key architectural and design

    principle means we have a humane, compassionate, and realistic workplace 69
  25. TVP avoids ‘platform bloat’ by focusing on enhancing flow and

    reducing team cognitive load - rather than technology 71
  26. Empowering teams to adjust boundaries for flow uses local knowledge

    for regular incremental gains, avoiding a dreaded ‘Re-org’ every 5 years 73
  27. 77 “The work is delivered in many small changes that

    are uncoordinated to enable flow. … Management’s job is to provide context, prioritization and to coordinate across teams. Lending resources if needed across teams to unblock things. … It works well within a high trust culture.” Adrian Cockcroft https://mastodon.social/@adrianco/111174832280576410 Technology strategy advisor, Partner at OrionX.net (ex Amazon Sustainability, AWS, Battery Ventures, Netflix, eBay, Sun Microsystems, CCL)
  28. Almost all decisions need to use the twin ‘lenses’ of

    fast flow and team cognitive load 👓 78
  29. Almost ALL roles and teams should be focused on either:

    🔀 A flow of change -or- 👐 Supporting flow(s) of change 79
  30. 🔀 A flow of change: • Software changes to a

    service/app • Config changes to COTS software • Onboarding a new employee • Reviewing legal contracts • Installing A/V equipment 80
  31. 👐 Supporting flow(s) of change: • An infrastructure platform for

    cloud services/apps • A data platform for analytics • A wiki or How-To guide • Real-time data for decision-making 81
  32. 95 The core Team Topologies operation will soon be not-for-profit.

    We’re here to support you, not make $$$ from certifications.
  33. 96 Our network of world-class expert practitioner coaches and partners

    provides global enablement for adopting Team Topologies Prom o
  34. 100 📦 Package of materials, licenses, ‘train-the-trainer’, guides and other

    enablement to help with rapid adoption at scale. (2025+) Prom o
  35. 103