Impact on organization outside of product development group in well-advanced LeSS adoptions

In this talk, I will discuss the somewhat unexpected consequences for other parts of the organization after a few years of a LeSS Huge adoption.

The talk will cover following facets:

  1. Mismatch between commonly present business lines and more centralized product development
  2. Upper management structure changes, position of the Product Owner
  3. Company strategy and alignment with production vision
  4. Company strategy planning (quarterly or yearly) vs iterative product development in the product group.
  5. Mismatch between top-down strategic decisions and collaborative decision-making in product

For each of those, I will cover the observation of the problem and the ways to resolve them.

Hong Kong, Hong Kong