Reorganizing teams
Roles, responsibilities, scopes, management, and interfaces.
Second phase
Leading change until it holds without me.
When the conclusions of the diagnostic call for more than a plan, I stay alongside the CEO and the teams: leading the change, dealing with resistance, and shifting habits until the new way of working holds.
The principle
Change the system, not just the procedures.
A transformation is not about producing a new org chart or installing a method.
Decisions, responsibilities, behaviors, and tools have to start working together. I work with the teams in place, not instead of them.
What it can involve
The content depends on the diagnosis.
Making execution predictable
Prioritization, planning, releases, dependencies, and operating rules.
Adapting how the product is built
Processes, quality, validation, deployment, and documentation.
Clarifying what the team should build
Roadmap, trade-offs, needs, and the Product / Engineering relationship.
Rationalizing what exists
Architecture, debt, platforms, keep or replace.
Supporting managers and teams
Until they run the new system without support.
My position
Transforming with the teams, not working in their place.
Success is an organization that understands its new mechanisms and knows how to work without me.
A transformation has an observable objective and a planned end. It can include a temporary leadership role when the mandate requires it; it is not technical leadership rented by the month.
Starting point
It all starts with understanding the situation.
A transformation is proposed only when the diagnostic shows it to be the right way to address the problem.