Freshening up epharma’s organizational design
Improving the company organization design of epharma by using unFIX - structure with 18 bases, organized one unFIX congress and five domains.
unFIX Visual MS with Product Area Turfs
Visual MS is a Spanish business software development group with 114 employees organizing with different Product Type Turfs and scaling up via bases, leagues, and a crowd.
Exploring the application of unFIX patterns in the structure and dynamics of Visual MS group. Visual MS highlights the importance of psychological safety and the sense of belonging, two fundamental aspects in unFIX, creating a special synergy of the model with the organization.
How we unFIX our SAFe ecosystem to deliver a better user experience in our Artificial Intelligence Division in the Banking Sector
unFIX SAFe ecosystem to deliver a better user experience
The Standard Value Stream Concept Is Outdated—Here’s an Improved Definition
A value stream is the set of actions needed to discover or deliver on a job-to-be-done / value proposition from a signal to an experience. A value stream always begins and ends with a user or customer. The goal is to improve the experience by optimizing the whole value stream.
Organisational Re-Design at Leroy Merlin France (IT Department) with unFIX
Organisational re-design at Leroy Merlin France with unFIX
Adventurous Org-Design: From Service to Product with unFIX
From Service to Product using unFIX
How to unFIX a University
Can a university be unfixed and to what extent does it make sense at all to regard it as an agile, dynamic organization?
The Multiteaming Way: Organized Anarchy at a Startup Company
Multiteaming is a form of organized anarchy. A whole-team method for everything doesn't work for us. And one person per area also doesn't work. Multiteaming is a practical solution for now.
Don't implement frameworks; try some patterns.
Patterns, recipes, and practices are descriptions of observable forms or outcomes. They are not something to be implemented.
Where Is the Customer? Everywhere!
If you choose to include customers in your picture, consider including all external stakeholders. The organization exists to offer a value exchange with all stakeholders, not only customers. Everyone expects to benefit from it.
Coolblue Unfixed (Case Study of a Scale-up)
How does a fast-growing scale-up organize its teams, management, and business units? What does it mean to have agility embedded in company culture? How can you make everything an experiment? Check out the Coolblue case study and learn what you can do to become the next two-billion euro scale-up.
Pipedrive Unfixed (Case Study of a Unicorn Company)
Fast-growing scale-ups don't use SAFe or LeSS because such agile frameworks are not agile enough. You don't become a unicorn company in 500 sprints.
The Ministry Group as a Versatile Organization (unFIX Case Study)
This article presents a case study of the Ministry Group in Hamburg, Germany, described in the language of unFIX.
Let’s Unfix Team Topologies
There are no conflicts between Team Topologies and unFIX. The minor differences are easily reconciled, and it’s easy to use both tools in parallel.
Let’s Unfix the Spotify Model
The Spotify model was described as a snapshot of what Spotify was doing ten years ago. It’s time to upgrade!
Let’s Unfix Large-Scale Scrum (LeSS)
As a framework, LeSS offers part organization design and part process flow. It seems to me that LeSS and unFIX are pretty complementary.
Let’s Unfix the Scaled Agile Framework (SAFe)
It is worth investigating how SAFe compares to unFIX. The question keeps coming up, so let's tackle it. What are the differences?
The unFIX Model
It is time for an alternative to SAFe, LeSS, Holacracy, Management 3.0, the Spotify model, and matrix organizations. We need something that takes flexibility to a new level, and that embraces hybrid working as the new normal. Here is my suggestion. I call it unFIX.
The unFIX Model for Versatile Organizations
The unFIX model as described here is ready for a future of dynamic reteaming, team topologies, and hybrid working. It allows a company to become a genuinely versatile organization.