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The fast flow organization - using Team Topologies outside of IT and software Matthew Skelton, Conflux - co-author of Team Topologies RebelCon, Cork, IE | 25 April 2023

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Photo goes here Matthew Skelton Founder at Conflux Co-author of Team Topologies LinkedIn: linkedin.com/in/matthewskelton Mastodon: mastodon.social/@matthewskelton 2

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Team Topologies Organizing business and technology teams for fast flow Matthew Skelton & Manuel Pais IT Revolution Press, September 2019 Order via stores worldwide: teamtopologies.com/book 3

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Team Topologies is the leading approach to organizing business and technology teams for fast flow, providing a practical, step-by‑step, adaptive model for organizational design and team interaction. 5

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What I have learned about TT Team Topologies outside of IT What is going on?! Applying this back to software/IT 7

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What I have learned about Team Topologies since publication in 2019 8

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Team Topologies is way more disruptive and useful than we ever imagined … but 🤷 #sorrynotsorry 9

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Team Topologies provides several things for organizations… 10

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11 Language for dealing with flow, boundaries, architecture, dynamics

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12 Heuristics (clues) for organizing teams and software

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13 Ways for teams to define expectations + close gaps

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14 A focus on fast flow as a key driver

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15 Deliberate constraints on behaviors

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16 https://www.linkedin.com/posts/matthewskelton_tea mtopologies-activity-7009449368537726976-biXt “Team Topologies is … a set of constraints to encourage emergent behaviours.”

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[quick overview] 17

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18 Stream-aligned team ➔ Long-lived ➔ End-to-end care and evolution of the service ➔ No hand-offs to other teams ➔ Mix of skills (“cross-functional”) ➔ Small: around 8 people

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19 Stream-aligned team ➔ Long-lived ➔ End-to-end care and evolution of the service ➔ No hand-offs to other teams ➔ Mix of skills (“cross-functional”) ➔ Small: around 8 people Flow of change

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20 Platform grouping

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22 Flow of change

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23 Cash Concept Flow of change

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24 User Need Flow of change

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25 Live service Version control Flow of change

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26 Flow of change Stream-aligned team Stream-aligned team

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27 Flow of change Stream-aligned team Stream-aligned team 😢

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28 Flow of change Stream-aligned team Stream-aligned team 😐 Facilitating Enabling team

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29 Flow of change Stream-aligned team Stream-aligned team 😊 Facilitating Enabling team Complicated Subsystem team XaaS

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Platform grouping 30 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Collaboration UX

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Platform grouping 31 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Stream-aligned team xN

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Platform grouping 32 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Collaboration Stream-aligned team xN ⚠ Team Topologies diagrams are always just “snapshots in time”, never fixed designs

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flow-centric roles 34

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Almost all decisions need to use the twin ‘lenses’ of fast flow and team cognitive load 35

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Team Topologies indicates: Almost ALL roles and teams should be focused on either: 🔀 A flow of change -or- 👐 Supporting flow(s) of change 36

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🔀 A flow of change: ● Software changes to a service/app ● Config changes to COTS software ● Onboarding a new employee ● Reviewing legal contracts ● Installing A/V equipment 37

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👐 Supporting flow(s) of change: ● An infrastructure platform for cloud services/apps ● A data platform for analytics ● A wiki or How-To guide ● Real-time data for decision-making 38

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39 Continuously ‘untangle’ business concepts

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40 Find and adjust team & system boundaries for flow

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41 Minimize hand-offs

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42 Avoid blocking dependencies

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43 Move some decision-making to teams

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44 Team Topologies exposes any lack of clarity in purpose, conflict in priorities, or misalignment of incentives

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Team Topologies outside of IT 45

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Organizations outside IT and software are already using TT 46

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47 https://mobile.twitter.com/amcunningham/status/1517912010599682052 “Let's bring Team Topologies to the whole of the [National Health Service]!”

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48 “the concepts discussed in the book are very much applicable to other working environments and teams [outside software]” https://www.linkedin.com/pulse/team-topologies-matthew-skelton-manuel-pais-tara-hopkins/ “Certain activities needed to be provided as a service that employees could easily access and get a quick and accurate result from. On other occasions we worked with a manager in a facilitative way, helping that manager to become better able to manage a situation in the team. In other situations we worked collaboratively with another team to pool resources and problem solve together, coming up with a better solution than either team would have arrived at on their own.”

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Legal services 49

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50 Challenges for legal services Real-world cases span legal specialisms Fee earner lawyer prevents team ownership Per-hour billing encourages busy work Law-as-a-service?

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51 Flow of change Stream-aligned team Stream-aligned team Client A Individual vs Company

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52 Flow of change Stream-aligned team Stream-aligned team 😊 Facilitating Enabling team Complicated Subsystem team XaaS Cross-border M&A “Fee-earner”

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Platform grouping 53 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Collaboration M&A info managed as part of a flow platform Make the XaaS interaction more useful

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Platform grouping 54 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Stream-aligned team xN Teams making supporting workflows and checklists, etc.

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[Accountancy] 55

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Clinical care / healthcare 56

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57 Challenges for clinical care Real-world cases span medical specialisms > Pregnant car accident victim with COVID-19 Consistent care over time without handoffs Managing team cognitive load

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58 Flow of change Stream-aligned team Stream-aligned team COVID-19 complications Malnourished

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59 Flow of change Stream-aligned team Stream-aligned team 😊 Facilitating Enabling team Complicated Subsystem team XaaS X-ray or MRI scan Consultant surgeon

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Platform grouping 60 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Collaboration Make the XaaS interaction more useful X-ray or MRI scan managed as part of a flow platform

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Platform grouping 61 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Stream-aligned team xN Teams making supporting workflows and checklists, etc. X-ray or MRI scan itself may have “inner” teams

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Case Study NHS Digital - pandemic response software teams working with international healthcare experts used Team Topologies principles for rapid rollout of COVID-19 testing 62 https://axiologik.com/news-and-insights/delivering-digital-services-at-scale-in-a-crisis

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News and media 63

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64 Challenges for news and media Changing consumption of news and media > TikTok, ChatGPT, AI/ML Remove editors from publication critical path Rapidly offer new digital products & tech

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Platform grouping 65 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS Facilitating Enabling team Editors help to build capability in publication teams Editorial Editors help to define auto- approval systems

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Platform grouping 66 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Collaboration Shape the content boundaries a data structures Content platform provides composable media consumable by … Product …an ecosystem of digital products

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Education curriculum design 67

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68 Challenges for education design Technology changing the relevance of ideas > ChatGPT for essay questions Long cycles (course description as ‘contract’) Avoid ‘big batch’ validation by committee

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Platform grouping 69 Flow of change Stream-aligned team Stream-aligned team Complicated Subsystem team XaaS XaaS Collaboration Discuss ruleset for auto- approval Chemistry Computer ethics

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HR/People 70

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71 Challenges for HR / people mgt Rigidity in people placement prevents agility > 7 months to move someone to new dept Individual bonuses work against teamwork Conway’s Law

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Platform grouping 72 Flow of change Stream-aligned team Stream-aligned team XaaS HR as a platform with internal “customers” Onboarding Move department XaaS XaaS

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Venue services (e.g. audiovisual equipment) 73

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74 Challenges for venue services Rapid deployment at scale Courtrooms, music venues Testing and validation

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The team-based operating system 75

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76 TeamForm teamform.co

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77 TeamOS teamos.is Disclosure: Matthew Skelton has invested personally in the company behind TeamOS

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WTF is going on?! 79

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80 Time for some reverse engineering!

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81 legal services clinical care / healthcare news & media accounting education design HR/people OS ?

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knowledge work 82

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language 83

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interactions 84

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ownership 85

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boundaries 86

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cognitive load 87

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flow 88

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89 language interactions boundaries ownership cognitive load flow

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Hypothesis: Team Topologies provides vital language, patterns, and constraints for almost all knowledge work situations in the context of fast flow and team ownership. 90

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Applying these principles and ideas back to software/IT 91

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Almost all decisions need to use the twin ‘lenses’ of fast flow and team cognitive load 92

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🧠 Compliance mindset shift: “Permitting” to “Empowering”

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🧠 Platform mindset shift: “We run it” to “We help flow”

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🧠 Architect mindset shift: “Designing” to “Finding flow”

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🧠 Expert mindset shift: “Validating” to “Enabling flow”

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🧠 Developer mindset shift: “My area” to “No hand-offs”

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🧠 Manager mindset shift: Coordinating to Flow-enabling or Flow-unblocking

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🧠 Business mindset shift: Project to Product (or long-lived services)

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Team Topologies indicates: Almost ALL roles and teams should be focused on either: 🔀 A flow of change -or- 👐 Supporting flow(s) of change 107

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What I have learned about TT Team Topologies outside of IT What is going on?! Applying this back to software/IT 108

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Almost all decisions need to use the twin ‘lenses’ of fast flow and team cognitive load 109

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Hypothesis: Team Topologies provides vital language, patterns, and constraints for almost all knowledge work situations in the context of fast flow and team ownership. 110

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111 Masterclass: Success patterns for fast flow and Team Topologies In association with: Expert-led group learning online with co-author of Team Topologies, Matthew Skelton 21 & 22 June 2023, 13:30-16:30 GMT+1 (2x 3-hours)

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112 What’s your perspective? Which aspects resonate? Which things feel incorrect?

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113 expert-led group learning for adopting fast flow and Team Topologies confluxhq.com

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thank you confluxhq.com Copyright (c) 2017-2023 Conflux group of companies. All Rights Reserved. The name “Conflux” and the filled C device are Registered Trademarks ® in multiple jurisdictions.