Dynamic roles instead of standard job descriptions, fully cross-functional Scrum teams instead of departments, personal and professional check-ins with coaching support instead of performance reviews, personal bio pages with strengths and developmental areas, talking partners, consent-based decision making and many more practices, you name it we tried them all to create an ecosystem around our Scrum teams.

It all started with learning about team topologies and Conway’s law when we realised why we have failed to continue grow as a scale-up like the previous years. We hit a wall and that was a great time to start company wide small incremental changes that helped us enter into US market and continue serving Australian market with new products.

When we scaled up from 50 to 160 employees in matter of a year, we could see how our organisational design was hindering our collaboration, resulting in bad customer and end user experience. Our organisational silos created disconnected solutions. We were lucky to sense this early enough and get leadership support. In early 2022 we decided to run some experiments with a new product strategy and a new way of working. The experiments were somewhat successful and we decided to double down on them. And Now we are transforming our ways of working to fully cross-functional value streams from pre-sales, product design and development to customer support. We are using Scrum values, principle and practices to enable all of our previous departments and break down our silos. 

In this presentation we plan to share some of our learnings and also failures, in the hope to inspire change for your teams.