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Empowering Engineering Talent - an update from Spotify

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Slides from talk at the Godel Technologies IT Breakfast Meeting in London from September 2014.

Published in: Leadership & Management
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Empowering Engineering Talent - an update from Spotify

  1. 1. November 5, 2014 Empowering Engineering Talent Kevin Goldsmith Director of Engineering / Tribe Lead Spotify AB Stockholm, Sweden
  2. 2. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Henrik Kniberg / Anders Ivarsson Published: October 2012 250 engineers 30 squads 6 tribes 3 development offices 2
  3. 3. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? 3
  4. 4. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? 4
  5. 5. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity 5
  6. 6. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Minimize decision-making bottlenecks 6
  7. 7. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks 7
  8. 8. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks Reduce process to a minimum 8
  9. 9. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks Reduce process to a minimum Address short-term challenges 9
  10. 10. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Happiness 10
  11. 11. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Happiness Increase sense of ownership 11
  12. 12. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Happiness Increase sense of ownership Individual stability while fostering dynamic organization 12
  13. 13. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Happiness Increase sense of ownership Individual stability while fostering dynamic organization Encourage personal and professional growth 13
  14. 14. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Happiness Scale 14
  15. 15. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Happiness Scale Support organizational growth while maintaining culture 15
  16. 16. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Why was this model created? Velocity Happiness Scale Adaptability 16
  17. 17. Section name “Disclaimer: We didn’t invent this model. Spotify is (like any good agile company) evolving fast. This article is only a snapshot of our current way of working - a journey in progress, not a journey completed. By the time you read this, things have already changed.” 17
  18. 18. What is the model?
  19. 19. The Spotify Model 19 Full-Stack Autonomous Teams (Squads)
  20. 20. The Spotify Model 19 Full-Stack Autonomous Teams (Squads) PO UX iOS K&M QA Android Backend Agile Coach
  21. 21. The Spotify Model 20 Full-Stack Autonomous Teams PO UX iOS K&M QA Android Backend Agile Coach Fully empowered to fulfill their mission
  22. 22. The Spotify Model 21 Full-Stack Autonomous Teams PO UX iOS K&M QA Android Backend Agile Coach Dependencies on other teams are minimized
  23. 23. The Spotify Model 22 Full-Stack Autonomous Teams PO UX iOS K&M QA Android Backend Agile Coach Collective Responsibility
  24. 24. The Spotify Model 23 Full-Stack Autonomous Teams PO UX iOS K&M QA Android Backend Agile Coach Individual Accountability
  25. 25. The Spotify Model 24 Full-Stack Autonomous Teams PO UX iOS K&M QA Android Backend Agile Coach No Engineering Manager?
  26. 26. The Spotify Model 25
  27. 27. The Spotify Model 25
  28. 28. The Spotify Model 26
  29. 29. The Spotify Model 27 Chapter Lead
  30. 30. The Spotify Model 28 Chapter Lead
  31. 31. The Spotify Model 28 Chapter Lead
  32. 32. The Spotify Model 28 Chapter Lead
  33. 33. The Spotify Model 29
  34. 34. The Spotify Model 30
  35. 35. The Spotify Model 31 Product Owner Chapter Lead Chapter Lead Agile Coach
  36. 36. The Spotify Model 31 Product Owner Chapter Lead Chapter Lead Agile Coach POCLAC
  37. 37. The Spotify Model 32 Full-Stack Autonomous Teams (Squads)
  38. 38. The Spotify Model 32 Full-Stack Autonomous Teams (Squads) How do we avoid chaos?
  39. 39. Achieving alignment
  40. 40. 34 Conway’s Law organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations
  41. 41. The Spotify Model 35
  42. 42. The Spotify Model 35
  43. 43. The Spotify Model 35
  44. 44. The Spotify Model 36
  45. 45. The Spotify Model 37
  46. 46. Achieving Alignment 38
  47. 47. Achieving Alignment 38 Squads
  48. 48. Achieving Alignment 39 Squads
  49. 49. Achieving Alignment 39 Squads Chapter Leads
  50. 50. Achieving Alignment 40 Squads Chapters
  51. 51. Achieving Alignment 40 Tribe Lead Squads Chapters
  52. 52. Achieving Alignment 41 Squads Chapters Tribe
  53. 53. Achieving Alignment 41 Squads Chapters Tribe Product Owner
  54. 54. Achieving Alignment 41 Squads Chapters Tribe Product Owner User Experience
  55. 55. Achieving Alignment 42
  56. 56. Achieving Alignment 43
  57. 57. Achieving Alignment 43 Product Area Leads
  58. 58. Achieving Alignment 44 Design Leads
  59. 59. Achieving Alignment 45 Trio Trio Trio
  60. 60. Achieving Alignment 46 Guild
  61. 61. Achieving Alignment 47 Organization = Velocity
  62. 62. Achieving Alignment 48 Organization Enables Velocity
  63. 63. Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Henrik Kniberg / Anders Ivarsson Published: October 2012 250 engineers 30 squads 6 tribes 3 development offices 49
  64. 64. Section name How have we scaled? October 2012 250 engineers 30 squads 6 tribes 3 development offices 50 October 2014 ~600 engineers 70 squads 10 tribes 5 development offices
  65. 65. Hiring for Spotify Culture
  66. 66. Section name Hack the funnel Build and leverage the hiring brand 52
  67. 67. Section name Hack the funnel Build and leverage the hiring brand 53
  68. 68. Section name Hack the funnel Build and leverage the hiring brand 54
  69. 69. Section name Validate against both skill and culture The cultural interview 55
  70. 70. Section name The process doesn’t end at hiring Bootcamp 56
  71. 71. Section name The process doesn’t end at hiring Bootcamp The newbie talk 57
  72. 72. Section name The process doesn’t end at hiring Bootcamp The newbie talk Loops 58
  73. 73. Conclusion
  74. 74. The Spotify Model 60 Full-Stack Autonomous Teams (Squads) Fully empowered to fulfill their mission Dependencies on other teams are minimized Collective Responsibility Individual Accountability No Team Manager
  75. 75. Achieving Alignment 61 Trio Trio Trio
  76. 76. Achieving Alignment 62 Organization Enables Velocity
  77. 77. Achieving Alignment 63 Culture Defines Organization
  78. 78. Achieving Alignment 64 Hire Against Culture
  79. 79. Section name Tack! Twitter: @KevinGoldsmith e-mail: goldsmith@spotify.com Spotify: spotify:user:intonarumori 65

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