It happens constantly – my other example of this is how companies introduce OKRs. The concept is simple but doing it well is actually quite complex!

  • Pick apart the models the you’re applying. Try and understand the reasoning behind it. Why did Spotify pick squads, tribes and chapters and why is the release Train important. Similarly with OKRs, why do we aim for 70%, what does that mean for the size and complexity of the topics.
  • I know that ever model won’t be perfect for every organisation but doing your best to implement the original concept in full and then iterating in the future. This way you build your orgs muscle and understanding of the concept. If you say upfront “x won’t work” or “y isn’t for us” you’re using your biases that have probably been built from the existing system. It’s one of the things the CTO at HelloFresh did. is the HelloTech org evolved over time as we slowly understood more about what worked/didn’t.
  • Make sure you’ve understand the scope of the Operating Model. There are concepts missed all the time from the Spotify Model that act as buildings blocks to those higher level concepts / behaviours we want to achieve (the lounge is one of them). Again, all these things won’t necessarily work in your org but they should be tested and practiced.

Written by

Product Lead at @DeliveryHeroCom. Formerly @HelloFresh, @BBC, @Atos. Passion for product, business &tech. I like helping people solve problems. Berlin

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