In 30 seconds
- Structure shapes speed: organize around value, not functions.
- Conway's Law: systems mirror communication structures.
- Design for small teams with clear ownership.
Functional vs value-based
| Functional | Value-based |
|---|---|
| Teams by skill: dev, test, ops | Cross-functional teams by product or customer |
| Many handoffs | Few handoffs |
| Deep specialist pools | Specialists embedded or in enabling roles |
Conway's Law
Melvin Conway observed in the late 1960s that systems mirror the communication structures of the organizations that design them. Designing teams to get the architecture you want is called the inverse Conway manoeuvre.
Design principles
- Small, stable teams with clear ownership
- Minimize dependencies between teams
- Platforms to reduce cognitive load; see Team Topologies
- Separate line management from day-to-day work allocation
Myth vs reality
Myth · Reorganizing makes you agile.
Reality · Structure helps; behaviour and incentives matter too.
Myth · Functional teams are always bad.
Reality · Specialist enabling teams still have a place.
Myth · Design once and you're done.
Reality · Structures should evolve with products.
FAQ
Who manages people in value-based teams?
Often chapter leads or functional managers outside the team.
How big should teams be?
Small, typically five to nine people.
Where do we start?
Pick one value stream and organize teams around it.