The teams have started to experiment with a scaling model that uses Squads, Chapters, Guilds and Tribes who aim to implement ‘minimum viable bureaucracy’ and balance high autonomy with high alignment.
…ng team has tripled in size to 300 people. A challenge that has been top of mind for a while now is, “With 30 teams, how do we make sure we build a castle that makes sense to the customer, instead of a pile of 30 bricks that nobody likes?”
…ging a team of 100 is already complicated. But if you grow even further, how do you stay agile? How can you keep the start-up culture that has brought success so far and prevent becoming a lumbering bureaucracy?