Section name. Spotify. Agile 2014 Orlando

Transcription

1 Section name 0 Spotify Agile 2014 Orlando

2 Section name 1 Kristian TODO: INSERT PICTURE OF US? Anders

3 Section name 2 The right music for every moment

4 3

5 56 countries. 4

6 5 San Fransisco Boston New York Gothenburg Stockholm 5 dev sites. 3 timezones devs.

7 Section name 6 Scaling Spotify Released oct 2012 Presented at Agile 2013 Many questions around leadership How do you make decisions?

8 The best organizational structure. Section name 7 Ever. No Problems Model * Everyone working at the right thing, at the right moment in the right way. No structure. No communication. No problems.

9 Section name 8 Vision and purpose Highly effective Autonomy x 75 Continuous learning and improvement Personal and professional growth Alignment with the organization Any act in support of these is an act of leadership

10 Section name 9

11 10 Infrastructure squads Enable & support Enable & support Container squads IOS Android Desktop Web Feature squads Enable & support

12 Section name Product Owner 11 What do we do and why? Product vision Squad mission Purpose Alignment Support the squad

13 Section name 12 Product Owner framework Working with the world Working with the product Working with the squad Working with the process

14 Section name Product Owner 13 Example How we created an artist page roadmap together

15 Section name Agile Coach 14 Grow high performing teams Continuous improvement Ways of working Collaboration Agile and lean practices and values Grow a high performing organization Levels of agile coaching, The agile coaching institute

16 Section name Scrum Planning Poker Sprints XP User stories 15 We definitely do the basics... Stand ups Demos Story Points Kanban Retrospectives juli 29, 2014

17 Section name 1 on 1 coaching 16 Team members Product owners Chapter leads Senior management

18 Section name Squad roadmapping 17 Group of coaches came up with new visualization Ran workshops with all squads in a tribe

19 Section name Continuous delivery 18 Maturity workshops Big cultural shift Cross tribe initative

20 Section name 19 Chapters

21 Section name 20 Chapter Lead Grow individuals Grow engineering culture Support the squads Hire the right people

22 Section name 21 Chapter Lead Examples Dev practices Tech backlog and tech debt Hiring

23 Section name 22 Chapter Lead Common patterns 50/50 Prioritize squad Bumble-bee All-in

24 Section name 23 High-performing squads TEAM DYNAMICS RESULT DRIVEN ACTIVITIES Trust and structure 3 Counterdependency and fight 2 Lean & Agile methods Innovation Work and productivity 4 Dependency and inclusion 1 Quality Value Speed

25 IMGD Integrative Model of Group Development Trust and structure 3 Counterdependency and fight 2 Work and productivity 4 Dependency and inclusion 1

26 Characteristics: Trust and structure 3 Work and productivity Counter-dependency and fight Dependency and inclusion 2 Polite Endless discussions Looking for structure Avoiding conflict Cautious Depending on leader 4 1

27 Characteristics: Trust and structure 3 Work and productivity 4 Counter- dependency and fight Dependency and inclusion 2 1 Conflicts Questioning the leader and the goals People profiling themselves People trying to convince of their way Competition People don t listen to each other Rather attack than support

28 Characteristics: Trust and structure 3 Counter- dependency and fight 2 Clarity around goals Conflicts handled Openness Listening Work and productivity 4 Dependency and inclusion 1 Consideration and care Playfulness

29 Characteristics: Trust and structure 3 Work and productivity 4 Counter- dependency and fight Dependency and inclusion 2 1 Clarity around goals, roles and responsibility Effective communication and handling of conflicts Warmth and connection Strong feedback culture Engagement Awareness of improvement possibilities

30 Section name 29 High-performing squads TEAM DYNAMICS RESULT DRIVEN ACTIVITIES Trust and structure 3 Counterdependency and fight 2 Lean & Agile methods Innovation Work and productivity 4 Dependency and inclusion 1 Quality Value Speed

31 Section name 30 Squad autonomy What? How?

32 Section name 31 Autonomy vs. Alignment

33 Section name 32 Autonomy vs. Alignment

34 Section name 33 Example: Ongoing experiment with Priorities

35 Section name 34 Squad support How can we support our squad? Product Owner Chapter (Team) lead Agile Coach POTLAC

36 Section name 35 Supporting squad autonomy

37 Example: Section name 36 Dominating individuals in a squad 1. Give feedback 2. Improve team dynamics 3. Reinforce feedback culture 4. Nurture informal leadership

38 Section name 37 Example: A squad is growing too big 1. Draft new missions 2. Facilitate squad split 3. Support individuals 4. Kick-off new squads

39 Leadership teams 38 Strong leadership team Good manager Dysfunctional leadership team Bad manager

40 Section name 39 Leadership everyone! Leadership is an act, not a role everybody is a leader Informal leadership is the backbone of a strong squad Leadership guild ¼ of the tech/prod organization

41 Section name 40 Tribes

42 Section name 41 Tribe Lead High-performing tribe Grow strong chapter leads Coach the agile coaches Build a strong tribe leadership team

43 Section name 42 Music Player Tribe STOCKHOLM GOTHENBURG

44 The reporting structure 43 CTO CPO Tribe lead Tribe lead Tribe lead VP Product VP Product Chapter lead Chapter lead Agile coaches Product Owner Product Owner Engineer Engineer Engineer

45 The reporting structure supporting 44 Engineer Engineer Engineer Chapter lead Chapter lead Agile coaches Product Owner Product Owner Tribe lead Tribe lead Tribe lead VP Product VP Product CTO CPO

46 Section name 45 Organic structure If you need to know exactly who is making decisions, you are in the wrong place

47 Section name 46 Tribe Leadership Team Tribe lead, CL, PO, AC Examples Recruitment / onboarding Grow high-performance teams Culture Tribe WIP Alignment

48 Section name 47 Example: Leadership post-mortem Pressure and stress spreads, and drives bad behaviors Post-mortem breakdown of leadership Improvements Multiple stakeholder channels Share pressure within lead team Continuous delivery No Friday releases

49 How do we know how we re doing?

50 A recent model 49

51 An Example... 50

52 Section name 51 Maslow Self-actualization Self-esteem Belonging Safety Physiological

53 Section name 52 Maslow Physiological kickass work environment

54 Section name 53 Maslow We aim to make mistakes faster than anyone else. Safety no fear culture, embrace failure

55 Section name 54 Maslow Belonging social events, strong teams, tribes...

56 Section name 55 Maslow Self-actualization Self-esteem are very important BUT don t forget no fish air

57 Section name 56 Values Culture Org Structure Empowerment Autonomy Squads Trust Servant leadership Chapters Collaboration Teamwork Teams on all levels

58 Section name 57 Summary Org structure < formal leaders < informal leadership < culture and values

59 Section name 58 Thank you! TODO: INSERT PICTURE OF US? Kristian Anders