Why do you scale: because you really need or because you don't know how to organise without scaling?

LeSS, Nexus, SAFe, XYZ - the more years passed since Agile Manifesto was created the more scaled frameworks we get. But is it really the only one way to help dozens of people to self-organise around the single product? What if there are other ways with fewer efforts and more efficiency, meaning, awareness?

I want to tell you the story of our company. One awesome product, millions of users all over the world, several platforms, around 100 brave people and... no backlogs synchronisations, no very special roles, no hierarchical structures, no prescribed aligned processes and no branded scaled frameworks.

On the other hand, there are technical excellence, impact driven development, platform silos absence, meaningful KPI orientation, lean startup culture and teams happiness.

How are we able to do this? Please, come and you will find out. A true HERE Maps team story with a lot of real examples.


Outline/Structure of the Case Study

  • Intro
  • Nokia/HERE history
  • What do we do?
  • What did we have before and why we decided to change it
  • Magellan or why this name became so famous in our company a year ago
  • 8 principles of Magellan
  • The concept of missions
  • Mission teams
  • What does success mean for us?
  • The same heartbeat and how it's possible
  • Mission teams dynamic
  • What went wrong
  • The future of Magellan
  • Outro

Learning Outcome

You will learn how it's possible to help dozens of people to organise in a meaningful way without putting too much effort in scaling and introducing new processes.

Target Audience

everyone who is involved in agile product development or going to do this

schedule Submitted 4 years ago