Simplifying Development Organisation

Teams are waiting on each other, every change requires coordination, meetings multiply and nobody knows who owns what. Adding more process doesn’t help. The answer isn’t more structure — it’s less. I help companies simplify how their development is organised so teams can work autonomously and move fast.

The pattern is always similar. As more teams join the product, coordination overhead grows faster than output. Decisions slow down, ownership blurs, and everyone ends up in more meetings just to stay aligned. The natural instinct is to respond with more structure — clearer roles, more defined processes, another layer of management. But more often than not, this adds friction rather than removing it. The real question isn’t how to manage the complexity — it’s how to reduce it.

We could go on like this for a long time. These are not simple questions and the answer will be slightly different in each company. The truth is that even if you have an agile mindset and some experience with Scrum or another agile method, a lot of mistakes can be made at this stage of company development that are difficult to correct later. It helps a bit when you start studying - reading books, going to conferences, talking to colleagues from other companies - and I highly recommend it.

Unfortunately, that’s usually not enough; personal experience is not transferable in this regard. Because I’ve gone through a similar process in several companies (and in two of them I designed and led it), I can advise what to avoid and what to focus on from the beginning.

My value system is based on the ideas of LeSS, but it’s not really about LeSS at all. It’s about applying important theoretical principles - systems thinking, lean thinking, and the principles of the agile manifesto - and applying them to the practical situation in a specific company so that it meets the requirements from management. And when I say management, I mean the top management of the company. Yes, when scaling development, it’s not enough to involve only the development department, but the entire company must change.