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:
- Mismatch between commonly present business lines and more centralized product development
- Upper management structure changes, position of the Product Owner
- Company strategy and alignment with production vision
- Company strategy planning (quarterly or yearly) vs iterative product development in the product group.
- 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.
