The Spotify Model implements such things as shared lounges to create inter-squad interaction, and regular informal team events and get together where the squads share what they are working on. There is a role of Tribe Leader who is responsible for providing the right environment for all the squads. For example their could be a tribe focusing on mobile. The squads within a tribe sit in the same area, and there are usually 100 or less per tribe. Spotify goes quite granular with its teams, so these squads are grouped together in what they call ‘Tribes’. These are a collection of squads within the same business area. They have all the skills and tools needed to design, develop, test and release to production, being an autonomous, self-organising team who are experts in their product area. They are kind of like mini start ups. For example the search or recommended artists. A squad (scrum team) will have a dedicated product owner who will feed them user stories to build. This is the pretty standard set up for any organisation doing scrum. These squads sit together and have one long term mission. With the Spotify Model, they split its teams up into very small ones that own a certain part of functionality end to end. With a brief explanation on how they structure into Squads, Chapters, Tribes and Guilds. ![]() See below the example from the Spotify model. The objectives of these teams is a great way to promote teamwork, collaboration and innovation, as well as giving team members ownership and a sense of enablement. ![]() The Spotify model also introduces the terms ‘Tribes’, ‘Chapters’ and ‘Guilds’, which I have experienced (not with the naming convention). If you are making some organizational changes, restructuring or adapting scrum from waterfall - its a good way to detach yourself from the old way of doing things and can make the change more of an impact. I have looked into other companies that have adopted this naming convention, and some that have even come up with their own such as:Īlthough renaming your team won’t automatically change everything and make your team instantly more effective. In the Spotify model, they also rename their development teams ‘Squads’ which is a cool idea to get over the stigma that a Development Team should only contain developers. In my own experience this is one of the most optimal ways to manage product development. This spawned the creation of the ‘Spotify Model’. Many companies utilise this Spotify being the most famous at the moment and are currently the poster-boy for Agile. Scrum promotes that you have feature teams, fully autonomous teams that have end-to-end responsibility for what they build: People stepping on each others toes which is only resolved usually by assigning roles and responsibleness. You will find there will start to be conflict. This is fine in the early days because you need to move fast and deliver, but as you grow this is not a sustainable model. As your company grows, you need to be in a position to expand and grow easily and painlessly. Especially in smaller companies. For example when you have a small startup, usually roles are quite vague and people generally do what ever it takes to get things done. If we look at real life examples of company’s who have failed, who cope with legacy technology, and those who embrace change and innovate. “Don’t just fix the product, fix the process too” For me having a process and organization that emulates this is as equally as important. Obviously building a product that is flexible, high quality and that can react to market demand quickly is important. A structure made popular by the Spotify model, converting your organisation into Squads, Chapters, Tribes and Guilds. ![]() There is a growing trend around agile company organisation reorganisation with Agile and Scrum. Agile Team Organisation: Squads, Chapters, Tribes and Guilds
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