02/27 – LESS TALKS: Q & A on “The Spotify “Model”: Don’t Simply Copy-Paste”, with Evan Campbell



Recently, Evan  Campbell wrote an article on SolustionsIQ site: The Spotify “Model”: Don’t Simply Copy-Paste.  It resonated strongly with  many people. This LinkedIn feed alone attracted more than 23,000 viewers and it is growing.

On February 27, Evan was a guest-speaker at Large Scale Scrum (LeSS) meetup of NYC, answering questions about his views and the writing.  The video recording and transcript with live questions are below:

Top 5 Questions submitted before the session:
  1. Evan’s article talks about many large companies blindly adopting the Spotify model, because this is the strong recommendation they get from large consultancies. Are there any examples, at least, when such recommendations were followed and implemented successfully? It seems that ING success is overly inflated.
  2.  In the article, there is mentioning of hard-line reporting within the “chapter” or the “tribe” structures? It means that historical/orthodox challenges of organizational design persist in new “agile” structures. Could you elaborate on that?
  3. In the article, there is mentioning of random consultancies’ PowerPoint solutions, in which a heavy deck is the most important asset delivered. It is often delivered by a consultant who has very little industry experience, yet presents from the deck ‘as if’ it was the best known practice. Any comments on that?
  4. Our organization is big and one-team Scrum is not sufficient. If Spotify is not the right solution to scale, then what is?
  5. Our company was advised to adopt Spotify model. Today, some of old vertical organizational structures (e.g. QA department, Architecture group) have become chapters, and people are mandated to be a part of those chapters. Used to be managers, are now chapter leads. Nothing seems to be changing. What are your thoughts on this?

Discussion of Two Agile Coaches (Erin Perry & Gene Gendel): Uncomfortable Topics Addressed



Erin Perry and Gene Gendel (his site) have known each other for almost a decade through past work and continuous networking.  They both had agreed to have a candid talk about some of their personal work experiences.  The whole recording is about 35 minutes. But there is no fluff. This is slides-free dialogue of two experienced coaches, with many years of industry experience. Erin and Gene are exposing some most pressing  and somewhere uncomfortable topics.

Topics addressed:

  • How do you keep your head up when you’ve seen agility rolled back or stopped over and over again?
  • What mistakes are you seeing over and over again with large scale agility?
  • What are some of the biggest external challenges that organizations face today, with respect to agile guidance (e.g. low quality agile staffing,  big consultancies)?
  • Why organizational agility is in jeopardy, when there is heavy reliance on external vendors (development & testing) that are not familiar with agile, beyond knowing how to spell it?  What could be done to mitigate this problem?

02/18 – LESS TALKS: Tsvi Gal, CIO/CTO @ multiple Fin-Techs: sharing experiences about organizational agility



Tsvi Gal is an accomplished technology business leader, the winner of the Einstein Award for technology excellence.  Tsvi had served as CTO and CIO at a number of large enterprises: Morgan Stanley, Bridgewater Associates, Deutsche Bank Investment Banking, Time Warner Music Group and other companies.  Tsvi has extensive experience in technology and operations, mostly in financial services, media and telecom.
In his recent career, Tsvi led the divisional Agile & DevOps transformation and the changes to the ways of work in technology, workforce strategy and front-to-back initiative.

Some questions presented & answered:
  • When someone wants to transform, it implies that there is a need to transform (change). What were some of the most pressing needs, in your experience, to go through changes? Something did not work? Was not efficient? Other?
  • How many people were involved in the transformation? How long did it take? Who was spear-heading this effort: internal coaches, external coaches, mix of both, PMO, etc?
  • How did you address HR related issues that frequently arise when agile teams are being stood up: individual performance appraisals, bonuses, promotions, career path?
  • Who provided guidance to technical excellence during the transformation? Technical coaches (internal, external)? Were teams using TDD, CI/CD?
  • Did you use any known agile frameworks ro scaling approaches? Or was it all internally defined?
  • DevOps vs. DevSecOps? Any difference? Is it dev practice or org. silo?
  • HR is years behind, when it comes to agility. Why? Do not blindly copy & paste (e.g. Spotify model)

02/11 – LESS TALKS: Nicolas M. Chaillan, US Air Force Chief Software Officer On Technology Agility, Scaling and More

On February 11, 2020, NYC Large Scale Scrum (LeSS) meetup was honored to host the event for a special guest-speaker Nicolas Chaillan – the first Air Force Chief Software Officer.  Nicolas is also the co-lead for the Department of Defense Enterprise DevSecOps Initiative with the Department of Defense Chief Information Officer. His full bio is available here.

Presentation Slides

CSO Memo on Agile – and SAFe, by Nicolas M. Chaillan (US Air Force Chief Software Officer)