The Spotify Tribe

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An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.

Leadership & Management

The Spotify
Tribe
Kevin Goldsmith
Vice President, Engineering
ConsumerAlliance Lead

Why was this model created?
Velocity
Minimize decision-making bottlenecks

Why was this model created?
Velocity
Minimize decision-making bottlenecks
Reduce synchronization bottlenecks

Why was this model created?
Velocity
Minimize decision-making bottlenecks
Reduce synchronization bottlenecks
Reduce process to a minimum

Why was this model created?
Velocity
Minimize decision-making bottlenecks
Reduce synchronization bottlenecks
Reduce process to a minimum
Address short-term challenges

Why was this model created?
Velocity
Happiness

Why was this model created?
Velocity
Happiness
Increase sense of ownership

Why was this model created?
Velocity
Happiness
Increase sense of ownership
Individual stability while fostering dynamic
organization

Why was this model created?
Velocity
Happiness
Increase sense of ownership
Individual stability while fostering dynamic
organization
Encourage personal and professional growth

Why was this model created?
Velocity
Happiness
Scale

Why was this model created?
Velocity
Happiness
Scale
Support organizational growth while maintaining
culture

Why was this model created?
Velocity
Happiness
Scale
Adaptability

Full-Stack Autonomous Teams (Squads)
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach

Full-Stack Autonomous Teams (Squads)
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
Autonomous
adjective
au·ton·o·mous - ȯ-ˈtä-nə-məs
(of a country or region) having the freedom to govern itself or control its own affairs.
"the federation included sixteen autonomous republics"
having the freedom to act independently.
"school governors are legally autonomous"
synonyms: self-governing, independent, sovereign, free, self-ruling, self-determining, autarchic; self-sufficient
"an autonomous republic"

Full-Stack Autonomous Teams
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
Ideal Size: 6-12 people

Full-Stack Autonomous Teams
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
Fully empowered to fulfill their mission

Full-Stack Autonomous Teams
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
Dependencies on other teams are minimized

Full-Stack Autonomous Teams
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
Collective Responsibility

Full-Stack Autonomous Teams
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
Individual Accountability

Full-Stack Autonomous Teams
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
Innovation throughput over innovation velocity

Full-Stack Autonomous Teams
PO
UX
iOS
Android
K&M
QA
Backend
Agile Coach
No Manager?

Product Owner
Agile Coach
Chapter Lead
Chapter Lead
POCLAC

Tribe
Squads
Chapters
Ideal size: 40-150 people

Tribe
Squads
Chapters
Product Owner
User Experience

It looks like
chaos
but it works for us.

It looks like
chaos
but it works for us. Mostly.

It is better to solve the problems
created by fluidity rather than
imposing more structure.

It is better to solve the problems
created by fluidity rather than
imposing more structure.
Minimum Viable
Bureaucracy

Big Projects
‣ Autonomousteamsmakescoordination
difficult
‣ Nofull-timeprojectmanagersin
technologyorganization
‣ Veryunevenexecutionrecord
‣ Gotintosomebadanti-patterns

Growing Senior Leaders
‣ Tribeleadshavepeoplemanagement,
strategyanddeliveryresponsibility
‣ ChapterLeadshavepeople
managementresponsibilityandoperate
inhighlyconsensus-driventeams

Resource Efficiency
‣ Autonomousteamsareresourcehungry
becausetheyneedtobeself-sufficient
‣ Teamscangetfocusedonimproving
thingswithintheirsphereofcontrol,
ignoringlargerissues

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This session will delve into the intricacies of inclusive leadership, using Deloitte’s framework that encompasses six crucial traits: commitment, courage, cognizance of bias, curiosity, collaboration and cultural intelligence. In the evolving landscape of public sector leadership in the 21st century, it’s essential to equip leaders with not just IQ and EQ but, more importantly, with Cultural Intelligence. Bernadette will shine a spotlight on the pivotal role that CQ plays in empowering leaders to deliver more effective and inclusive services to the diverse communities they serve. Don't miss this opportunity to gain insights into fostering inclusive leadership qualities that go beyond conventional measures. Join Bernadette as she navigates through the key attributes that make leaders not just capable, but exceptional in understanding, engaging, and serving diverse populations.

Becoming an Inclusive Leader - Bernadette Thompson

PPMA - Public Sector People Managers' Association

Empowering Local Government Frontline Services - Mo Baines.pdf

PPMA - Public Sector People Managers' Association

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PPMA - Public Sector People Managers' Association

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In this closing keynote, Dr Max Blumberg will delve into the transformative power of AI and analytics in shaping the future of local councils. Discover how AI can catalyse positive change, from enhancing public services to fostering community engagement. Learn actionable strategies to leverage data-driven insights for more effective decision making, all while keeping the community at the heart of innovation. Walk away with a renewed sense of purpose and the tools to make a lasting impact in your organisation.

Unlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership

PPMA - Public Sector People Managers' Association

Dorian is one of the most sought after speakers on his subject of Wellness and speaks all over the World for businesses and organisations that are keen to understand the impact of Corporate Wellness on their performance. He has spoken at numerous events around the globe and provides his audiences with thought provoking tools and techniques which they can apply to both their work and home lives to enhance wellness.

Peak Performance & Resilience - Dr Dorian Dugmore

PPMA - Public Sector People Managers' Association

The chances of another pandemic are low, but your members will likely get through other crises such as increased demands with stagnant budgets, local crises, changes in laws or regulations, etc. This would help them lead themselves and their teams through those situations and will help them break the paradigm they have of always staying within one leadership framework that someone sold to them as the best. This would help them be more flexible with their approach to find an effective solution faster.

Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker

PPMA - Public Sector People Managers' Association

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Day 0- Bootcamp Roadmap for PLC Bootcamp

Becoming an Inclusive Leader - Bernadette Thompson

Empowering Local Government Frontline Services - Mo Baines.pdf

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Unlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership

Peak Performance & Resilience - Dr Dorian Dugmore

Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker

The Spotify Tribe

1. The Spotify Tribe Kevin Goldsmith Vice President, Engineering ConsumerAlliance Lead

2. Why was this model created?

3. Why was this model created? Velocity

4. Why was this model created? Velocity Minimize decision-making bottlenecks

5. Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks

6. Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks Reduce process to a minimum

7. Why was this model created? Velocity Minimize decision-making bottlenecks Reduce synchronization bottlenecks Reduce process to a minimum Address short-term challenges

8. Why was this model created? Velocity Happiness

9. Why was this model created? Velocity Happiness Increase sense of ownership

10. Why was this model created? Velocity Happiness Increase sense of ownership Individual stability while fostering dynamic organization

11. Why was this model created? Velocity Happiness Increase sense of ownership Individual stability while fostering dynamic organization Encourage personal and professional growth

12. Why was this model created? Velocity Happiness Scale

13. Why was this model created? Velocity Happiness Scale Support organizational growth while maintaining culture

14. Why was this model created? Velocity Happiness Scale Adaptability

15. Full-Stack Autonomous Teams (Squads) PO UX iOS Android K&M QA Backend Agile Coach

16. Full-Stack Autonomous Teams (Squads) PO UX iOS Android K&M QA Backend Agile Coach Autonomous adjective au·ton·o·mous - ȯ-ˈtä-nə-məs (of a country or region) having the freedom to govern itself or control its own affairs. "the federation included sixteen autonomous republics" having the freedom to act independently. "school governors are legally autonomous" synonyms: self-governing, independent, sovereign, free, self-ruling, self-determining, autarchic; self-sufficient "an autonomous republic"

17. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Ideal Size: 6-12 people

18. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Fully empowered to fulfill their mission

19. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Dependencies on other teams are minimized

20. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Collective Responsibility

21. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Individual Accountability

22. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach Innovation throughput over innovation velocity

23. Full-Stack Autonomous Teams PO UX iOS Android K&M QA Backend Agile Coach No Manager?

24. Chapter Lead

25. Chapter Lead

26. Chapter Lead

27.

28. Product Owner Agile Coach Chapter Lead Chapter Lead POCLAC

29. Squads

30. Squads Chapter Leads

31. Squads Chapters

32. Tribe Lead Squads Chapters

33. Tribe Squads Chapters Ideal size: 40-150 people

34. Tribe Squads Chapters Product Owner

35. Tribe Squads Chapters Product Owner User Experience

36. Product Area Leads

37. Design Leads

38. Trio TrioTrio

39. Guild

40. Alliance

41. Alliance

42. Changeis constant

43. It looks like chaos

44. It looks like chaos but it works for us.

45. It looks like chaos but it works for us. Mostly.

46. “Heisenberg Squads”

47. It is better to solve the problems created by fluidity rather than imposing more structure.

48. It is better to solve the problems created by fluidity rather than imposing more structure. Minimum Viable Bureaucracy

49. It requires trust.

50. Whatdoesn’t workwell?

51. Big Projects ‣ Autonomousteamsmakescoordination difficult ‣ Nofull-timeprojectmanagersin technologyorganization ‣ Veryunevenexecutionrecord ‣ Gotintosomebadanti-patterns

52. Growing Senior Leaders ‣ Tribeleadshavepeoplemanagement, strategyanddeliveryresponsibility ‣ ChapterLeadshavepeople managementresponsibilityandoperate inhighlyconsensus-driventeams

53. Resource Efficiency ‣ Autonomousteamsareresourcehungry becausetheyneedtobeself-sufficient ‣ Teamscangetfocusedonimproving thingswithintheirsphereofcontrol, ignoringlargerissues

54. Questions twitter: @kevingoldsmith

The Spotify Tribe

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