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In turn, this requires that organizations be set up to allow for autonomy, mastery and purpose. Motivated individuals and unconstrained interactions. Enterprise IT can very well reorganize itself into a product or capability centric configuration.Īgility depends on individuals and interactions. However, the existence of a market-facing product isn’t a prerequisite to organizing this way. Product development teams are a good example of outcome oriented teams. Thus, they are cross- functional by nature. Outcome oriented teams consist of whoever is needed to realize a business outcome. We commonly encounter them in IT matrix organizations. Sriram: Activity oriented teams are single-specialty teams like teams of developers, testers, UXers, IT governors, etc. InfoQ: You emphasize having teams, based on outcomes as opposed to activity oriented.

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Just like how software accumulates technical debt unless we pay regular attention to it, organizations accumulate organizational debt that threaten to undermine business outcomes. Unless we put some deliberate thought into setting up our IT organizations for agility, it is likely to lead to unhelpful behaviors. Overcoming these barriers may require authority that is beyond the pay grade of most employees. Organizational barriers may come in the way. Sriram: It is not completely up to individuals to achieve agility. InfoQ: How can an organization design help deliver organizational agility and why is it important to consider?

Thus we need to reconsider the structural, operational, cultural and political facets of the organization in order to move towards overall IT agility.

Paving the way for speedy decision making by clarifying ownership and accountability for outcomes and for decisions along the way.

Redesigning the metrics, targets and incentives regime so as to discourage local optimization.

Changing the IT funding model so as to enable a change in the execution model from being project-centric to product or capability centric.

Structuring departments and teams for responsiveness.

There is engineering and process agility and then there is organizational agility. In Enterprise IT, this calls for overall responsiveness-agility that goes beyond development and IT operations team agility.

Strategic IT has to make a difference to business outcomes, not just achieve sustainable velocity or even deliver to plan. Sriram: The digital wave has made IT strategic for everyone, not only for so-called tech companies. He then goes on to provide a thorough coverage of team design, accountability, alignment, project finance, tooling, metrics, organizational norms, communication, and culture. Author explains the centralized and decentralized structures with their pros and cons.

The book explains the applicability of Agile principles in designing an Agile IT organization followed by the explanation of macro level view of the structure of organizations. Organizational Agility is also an important ingredient for digital transformation. This book shows how organization design helps deliver organizational agility and in turn help IT and business Agility.

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The book covers how structural, political, operational, and cultural facets of the organization design influence overall IT agility and how to promote better collaboration across diverse functions, from sales and marketing to product development, and engineering to IT operations.

Sriram Narayan’s book – Agile IT Organization Design: For Digital Transformation and Continuous Delivery, provides a basis for reviewing and reshaping the IT organization to equip it better for the digital age.