At bol.com, the largest online retailer in the Netherlands and Belgium, the IT organisation grew from 10 to over 70 teams in several years. These teams support over 600 micro-services, and ideas for innovations and improvements are plentiful. Due to this growth, the contribution of each individual team towards the bigger goals of bol.com became more and more obfuscated. Continuously shifting priorities, without the teams understanding why these priorities change, became more and more a roadblock towards the autonomy of the teams. In this environment we needed a portfolio management system which can support these teams but can also help management in determining the right projects to work on, launch the most promising experiments and provide insights and control to the teams on their contribution to bol.com. In this talk, we will explore if a portfolio management system can even be agile and if it can contribute to the autonomy and purpose of teams. We will review the previous portfolio management system and how it could no longer support our growth. Then we will dive into the new system, based on funnels, which we call ‘Beats’. We will look at this portfolio management from a team’s perspective and from a management perspective. What does it offer them? We conclude this talk with the challenges we are still facing.
Le mot de l’organisation
Ca parle de vision produit et d’organisation et comment elle se diffuse au sein de la structure. Pour employer des gros mots, c’est toute la question du bridge entre la stratégie et l’execution. Nous ne connaissons pas Anton, donc ça sera une découverte sachant que nous avons lu ses articles et que nous prenons le risque d’apprendre.