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How things still don’t quite work at
Spotify…
and how we’re trying to solve it
Jason Yip
Agile Coach, Spotify NYC
jyip@spotify.com
@jchyip
https://medium.com/@jchyip, https://jchyip.blogspot.com
One of my favourite Toyota-isms
“No problem is a problem”
In essence, we won’t improve
unless we are willing to explore
what isn’t working.
I’m not going to talk about
what’s great at Spotify
I’m going to talk about what
still doesn’t quite work
There is still too much
distance between problems
and problem-solvers.
AKA distance
Does this structure need to fundamentally change?
There is still too much
specialisation.
Larger cross-Tribe / Mission
initiatives are still not done
well.
Divide and conquer leads to integration problems
Instead, conquer and divide
There is still a tendency to divide
and conquer for large cross-Tribe
initiatives.
We know this is a problem and
even how to solve it.
I’m not sure yet how we’ll cross
this knowing-doing gap...
There is not enough
cross-pollination of ways of
working.
Useful variation
‣ Context-specific forces
‣ Experimentation
‣ Reinforces sense of
autonomy
‣ Makes onboarding more
complicated
‣ More difficult to move
between Tribes /
Missions
Non-useful variation
‣ Test Driven Development
‣ Conquer and Divide
‣ Evolutionary Architecture
‣ Pair programming
Habits difficult to derive on your own
There is no real mechanism to
deal with larger organisational
architecture issues.
How should one think about
all this?
In 2008, I did a Lean study tour in
Japan.
http://jchyip.blogspot.com/2008/12/japan-lean-study-mission-summary.html
On the 4th day, we met Takeshi
Kawabe (ex-Showa Manufacturing) who
recalled a lesson from Taiichi Ohno.
“Stop trying to borrow wisdom and think for
yourself. Face your difficulties and think and
think and think and solve your problems yourself.
Suffering and difficulties provide opportunities
to become better. Success is never giving up.”
Taiichi Ohno
If there is anything fundamental to
Spotify Engineering Culture, it’s
probably autonomy.
Autonomy means you are free to act.
Autonomy also means you have to
face your difficulties and think and
think and think and solve problems
yourself.
Autonomy means you succeed by
never giving up.
What doesn’t quite work at
Cerner and how are you
trying to solve it?
Thank you for
your attention
How things still don’t quite work at Spotify... and how we’re trying to solve it

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How things still don’t quite work at Spotify... and how we’re trying to solve it

  • 1. How things still don’t quite work at Spotify… and how we’re trying to solve it Jason Yip Agile Coach, Spotify NYC jyip@spotify.com @jchyip https://medium.com/@jchyip, https://jchyip.blogspot.com
  • 2. One of my favourite Toyota-isms
  • 3. “No problem is a problem”
  • 4. In essence, we won’t improve unless we are willing to explore what isn’t working.
  • 5. I’m not going to talk about what’s great at Spotify
  • 6. I’m going to talk about what still doesn’t quite work
  • 7. There is still too much distance between problems and problem-solvers.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 16.
  • 17.
  • 18. Does this structure need to fundamentally change?
  • 19. There is still too much specialisation.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. Larger cross-Tribe / Mission initiatives are still not done well.
  • 27. Divide and conquer leads to integration problems
  • 29. There is still a tendency to divide and conquer for large cross-Tribe initiatives.
  • 30. We know this is a problem and even how to solve it. I’m not sure yet how we’ll cross this knowing-doing gap...
  • 31. There is not enough cross-pollination of ways of working.
  • 32. Useful variation ‣ Context-specific forces ‣ Experimentation ‣ Reinforces sense of autonomy ‣ Makes onboarding more complicated ‣ More difficult to move between Tribes / Missions Non-useful variation
  • 33.
  • 34.
  • 35. ‣ Test Driven Development ‣ Conquer and Divide ‣ Evolutionary Architecture ‣ Pair programming Habits difficult to derive on your own
  • 36.
  • 37. There is no real mechanism to deal with larger organisational architecture issues.
  • 38.
  • 39.
  • 40. How should one think about all this?
  • 41. In 2008, I did a Lean study tour in Japan. http://jchyip.blogspot.com/2008/12/japan-lean-study-mission-summary.html
  • 42. On the 4th day, we met Takeshi Kawabe (ex-Showa Manufacturing) who recalled a lesson from Taiichi Ohno.
  • 43. “Stop trying to borrow wisdom and think for yourself. Face your difficulties and think and think and think and solve your problems yourself. Suffering and difficulties provide opportunities to become better. Success is never giving up.” Taiichi Ohno
  • 44. If there is anything fundamental to Spotify Engineering Culture, it’s probably autonomy.
  • 45. Autonomy means you are free to act.
  • 46. Autonomy also means you have to face your difficulties and think and think and think and solve problems yourself.
  • 47. Autonomy means you succeed by never giving up.
  • 48. What doesn’t quite work at Cerner and how are you trying to solve it?
  • 49. Thank you for your attention