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How Jimdo scales their agile organization to 180 people (which is beyond dunbar’s number.
- culture, communication, kaizen to scale a chaorganization.
- life is a broccoli to embed purpose, principles, practices at all levels of the chaorganization.
- kaizen is core to install continuous improvement and the habit of changing habits in the chaorganization’s DNA.
- visual management to organize work and have the right conversations.
- daily standup to update each other on progress, resolve any problems, and to collaborate to ka-ching a day makes product owner hurray.
- external moderator to include the whole unit implement kaizen is core.
- guild to
- regularly share knowledge, art, and expertise, and innovate;
- coordinate all the subject matter experts located at various places;
- maintain a common understanding of standards;
- stay up-to-date with current trends, technology, and tools.
- moderator guild to excel in kaizen is core.
- pool of moderators to always have an external moderator available.
- outcomes controlled by same level to foster ownership, {{p|aligned autonomy}, and responsibility.
- internal internships to improve mutual understanding and organizational resilience.
- pair work to spread knowledge.
- cocreate experiments to increase understanding, support, and ownership about experiments in the context of kaizen is core.
- slack speeds up to create ample space and freedom for kaizen is core.
- fridays are different to foster real company and weekly inspiration and knowledge exchange.
- hackathon to work outside your regular context on uncommon topics with ‘foreigners’ on something new and innovative.
- act first, ask for forgiveness later to be intelligently disobedient and free to work on things that support the intent at least two levels up and the unity of purpose.
- kaizen guild to professionalize and tackle problems that cannot be solved on the level that created them.
- retrospectives all over the place to foster the culture of kaizen is core.
- retrospectives deeply supported at top level
- founder participates in retrospective to resolve multi-team or bigger system issues.
- system as product of interactions between its parts together with life is a broccoli to direct attention and actions to those places where they matter most: interfaces and protocols.
- stable team to encourage cross-functional, pi-shaped people.
- teamverløtung to
- synchronize the company during a weekly roundup;
- keep everyone in the zone of healthy tension or eustress; that is, it avoids distress because of big heaps of work that needs to be done;
- facilitate direct face-to-face communication over ‘communication’ through a (ticketing) system;
- enable valuable conversations about what matters most;
- build trust;
- catalyze mutual understanding;
- know the reasons why some items will be worked on and others not;
- educate everyone on the intent at least to levels up, the big, hard, aggressive goals, and the company’s strategy;
- take advantage of the incredible amount of knowledge and experience from different disciplines gathered in this obeya.
- discover simple and creative solutions immediately.
- feel good manager to install a culture that keeps the happiness index at a high level with a casual face-to-face meetup of 20–30 minutes.
- ??? café right after the teamverløtung to allow small groups to discuss certain topics and coordinate their efforts.
- open prioritization meetings to improve inter-team communication and coordination in 20–30 minutes of time.
- stakeholder pitches request and start with why to explain the value of their idea.
- spice girls question to only commit investments on items that we really, really want and avoid wasting scarce resources.
- start what you finish and finish what you start to get things done.
- teams that finish early accelerate faster to get hyperproductive.
- just say no to make your ‘yes’ mean something, and to make explicitly clear which requests will not be done at all in order to eliminate false hope and disappointment.