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I find Spotify's matrix-like agile model to be a fascinating case study on complex systems in the workplace.
Details of the model in this white paper: https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf)
Details of the model in this white paper: https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf)
Basically, it forms individuals into vertical cross-functional "squads" (teams) in order to minimize dependencies so they can be agile and move fast. Multiple squads form a "tribe" (department) of ~100 people.
Horizontal "chapters" (areas of technical specialization) are formed to promote economy of scale -- so that squads can discuss shared challenges and reduce duplication of work. There is also the more fluid cross-tribe "guilds" for wider knowledge-sharing.
This model ultimately failed in practice because it made too many assumptions about people's behavior and competence; and it did not account for new challenges that were introduced with growth. Reasons well captured by this post: https://www.jeremiahlee.com/posts/failed-squad-goals/.
That said, I respect the company for taking the risk to try something new. Most companies don't get too creative with structure/process -- innovation in this area is costly if failed, yet difficult to measure in a quantifiable way even if succeeded.
A related, and even more interesting (and extreme) case study on optimizing autonomy at the workplace is a Japanese company called Disco Corp. Details described in this article: https://www.bloomberg.com/news/articles/2019-06-20/charging-employees-for-conference-rooms-helps-disco-boost-profit
Basically the company functions via economic forces -- internally everything from booking a conference to using an office desk has a cost -- paid via a virtual currency called a "will".
Even more interesting is that employees use will to bid on tasks via an internal bidding system (those that don't attract bids often turned out unnecessary), and the profit made from these tasks trickle down the supply chain internally (i.e. sale pays engineering to build)
This model turned out to be extremely successful financially for the company, but no one else is known to adopt it. An obvious friction is the implication on company culture and employee happiness.
Curious what other radical models have companies tried out there.
