DevOps, Microservices, Multicloud: More and more companies use agile methods and services to develop applications. But when the solutions are supposed to be scaled and used in live operations, the agile teams require handover points to the classic organizational structure. Three approaches can be used for this purpose.
“We have to become more flexible.” This statement has been heard at many large and established company for years. And top management levels have already been startled by the competition from start-ups and Cloud-native disruptors. Frequently, these companies react by taking over small, innovative companies or by spinning off an in-house department. In both cases, agile methods and processes were supposed to push forward the development of new ideas and solutions.
And in many cases, this has worked out very well. But at this time, agile teams are often isolated units that are almost completely separate from the rest of the company. This aspect is only exacerbated by the prevailing “traditional” organizational structure, which is primarily focused on stability. In such a static, silo-like and strictly structured hierarchy, targets and decision-making authorities are delegated from top to bottom - with the most powerful management committees at the top. It functions on the basis of linear planning and control, in order to increase shareholder value.
While such a skeleton-type structure may be strong and geared to long-term goals, it can also be very rigid and slow to move. Frequently, customer and supplier relationships are measured with KPIs and managed with SLAs - with a focus on efficiency. This leads to maximum employee specialization with regard to roles and responsibilities, but is also means that often they are no longer responsible for the final product.