-
Rule Changes and layered organization and scrum
- In a pyramid-style organization, sectionalism (a movement to protect one’s own section) occurs.
-
Frequently changing policies do not allow for clear definition of organizational boundaries or [areas of expertise
-
Tasks with unclear organizational gaps are not picked up and Fissures between tissues enter, claiming that they are not within the defense of each other’s organizations.
- scrum makes point of responsibility fluid
-
I think it is important to consider the optimal organizational structure for each company, rather than just adopting scrum.
-
For example, a “pyramid” organization works very efficiently in a sales or production company. The president of the company only needs to give instructions to the head of each department, saying, “The budget and deadline are this, and you must produce this result.
-
On the other hand, I think agile development methods such as “Scrum” often work better in cases where policies change frequently, such as in GROOVE X’s development department.
-
The reason for this is that in a “pyramidal” organization, for example, there is a tendency to protect one’s own section, which is called sectionalism. As a result, the organization moves in the direction of “narrowing” its own domain whenever policies change.
-
The necessary countermeasure is “rules” that neatly define the boundaries between organizations and the scope of their defense. The “rules” should define the boundaries between organizations and the scope of their activities, such as “This work is under the jurisdiction of that organization. As long as this bridges the gap between organizations, there is no problem with a “pyramid” organization.
-
However, there is one pitfall, and as I mentioned earlier, in companies where policies change often, areas where “rules” are not set frequently appear. And often it gets overlooked. By the time they realize it, they have made up their minds not to pick up the gaps between departments, and no one is able to follow up in a positive manner, which leads to fissures in the organization.
-
On the other hand, if an organization is managed in such a way that the accountability breakdown point is fluid, as in a scrum, and that there is a range of work deadlines, the organization can tackle tasks with confidence, and is more responsive to change and less likely to develop fissures between organizations. [The “1.5-Month PDCA Cycle” Unleashes the Power of Members to Create a Flexible Organization｜GROOVE X Kaname Hayashi (Forbes JAPAN) - Yahoo! News https://headlines.yahoo.co.jp/article?a=20190816-00029096- forbes-bus_all&p=1]
This page is auto-translated from /nishio/ルールの変化と階層組織とスクラム using DeepL. If you looks something interesting but the auto-translated English is not good enough to understand it, feel free to let me know at @nishio_en. I’m very happy to spread my thought to non-Japanese readers.