The Spotify Tribe

5,017 views

Published on

An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.

Published in: Leadership & Management
0 Comments
15 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
5,017
On SlideShare
0
From Embeds
0
Number of Embeds
1,754
Actions
Shares
0
Downloads
0
Comments
0
Likes
15
Embeds 0
No embeds

No notes for slide

The Spotify Tribe

  1. 1. The Spotify Tribe Kevin Goldsmith Vice President, Engineering ConsumerAlliance Lead
  2. 2. Why was this model created?
  3. 3. Why was this model created? Velocity
  4. 4. Why was this model created? Velocity Minimize decision-making bottlenecks
  5. 5. Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks
  6. 6. Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks Reduce process to a minimum
  7. 7. Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks Reduce process to a minimum Address short-term challenges
  8. 8. Why was this model created? Velocity Happiness
  9. 9. Why was this model created? Velocity Happiness Increase sense of ownership
  10. 10. Why was this model created? Velocity Happiness Increase sense of ownership Individual stability while fostering dynamic organization
  11. 11. Why was this model created? Velocity Happiness Increase sense of ownership Individual stability while fostering dynamic organization Encourage personal and professional growth
  12. 12. Why was this model created? Velocity Happiness Scale
  13. 13. Why was this model created? Velocity Happiness Scale Support organizational growth while maintaining culture
  14. 14. Why was this model created? Velocity Happiness Scale Adaptability
  15. 15. Full-Stack Autonomous Teams (Squads) PO UX iOS Android K&M QA Backend Agile Coach
  16. 16. Full-Stack Autonomous Teams (Squads) PO UX iOS Android K&M QA Backend Agile Coach Autonomous adjective au·ton·o·mous - ȯ-ˈtä-nə-məs (of a country or region) having the freedom to govern itself or control its own affairs. "the federation included sixteen autonomous republics" having the freedom to act independently. "school governors are legally autonomous" synonyms: self-governing, independent, sovereign, free, self-ruling, self-determining, autarchic; self-sufficient "an autonomous republic"
  17. 17. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Ideal Size: 6-12 people
  18. 18. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Fully empowered to fulfill their mission
  19. 19. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Dependencies on other teams are minimized
  20. 20. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Collective Responsibility
  21. 21. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Individual Accountability
  22. 22. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Innovation throughput over innovation velocity
  23. 23. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach No Manager?
  24. 24. Chapter Lead
  25. 25. Chapter Lead
  26. 26. Chapter Lead
  27. 27. Product Owner Agile Coach Chapter Lead Chapter Lead POCLAC
  28. 28. Squads
  29. 29. Squads Chapter Leads
  30. 30. Squads Chapters
  31. 31. Tribe Lead Squads Chapters
  32. 32. Tribe Squads Chapters Ideal size: 40-150 people
  33. 33. Tribe Squads Chapters Product Owner
  34. 34. Tribe Squads Chapters Product Owner User Experience
  35. 35. Product Area Leads
  36. 36. Design Leads
  37. 37. Trio TrioTrio
  38. 38. Guild
  39. 39. Alliance
  40. 40. Alliance
  41. 41. Changeis constant
  42. 42. It looks like chaos
  43. 43. It looks like chaos but it works for us.
  44. 44. It looks like chaos but it works for us. Mostly.
  45. 45. “Heisenberg Squads”
  46. 46. It is better to solve the problems created by fluidity rather than imposing more structure.
  47. 47. It is better to solve the problems created by fluidity rather than imposing more structure. Minimum Viable Bureaucracy
  48. 48. It requires trust.
  49. 49. Whatdoesn’t workwell?
  50. 50. Big Projects ‣ Autonomousteamsmakescoordination difficult ‣ Nofull-timeprojectmanagersin technologyorganization ‣ Veryunevenexecutionrecord ‣ Gotintosomebadanti-patterns
  51. 51. Growing Senior Leaders ‣ Tribeleadshavepeoplemanagement, strategyanddeliveryresponsibility ‣ ChapterLeadshavepeople managementresponsibilityandoperate inhighlyconsensus-driventeams
  52. 52. Resource Efficiency ‣ Autonomousteamsareresourcehungry becausetheyneedtobeself-sufficient ‣ Teamscangetfocusedonimproving thingswithintheirsphereofcontrol, ignoringlargerissues
  53. 53. Questions twitter: @kevingoldsmith

×