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Text Content

Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds

SCALING AGILE @ SPOTIFY WITH TRIBES, SQUADS, CHAPTERS & GUILDS

Posted on 2012-11-14 – 13:04 by Henrik Kniberg
Facebook
Twitter
Linkedin

(UPDATE: see Spotify Engineering Culture, two short animated videos showing how
we work)

Dealing with multiple teams in a product development organization is always a
challenge!

One of the most impressive examples I’ve seen so far is Spotify. I’ve had the
pleasure of working with Spotify on and off ever since the company was founded,
and it’s one of the few companies I’ve seen with a truly agile culture. Spotify
has grown a lot lately and now has hundreds of developers divided into 30 agile
teams spread over 4 cities in 3 timezones. So how is this managed?

Check out the article: Scaling Agile @ Spotify with Tribes, Squads, Chapters and
Guilds. I wrote it together with Anders Ivarsson, one of the agile coaches that
I’m working with (Spotify has a truly awesome group of coaches!).

Translations:

* Chinese
* French
* Italian
* Japanese
* Persian
* Portuguese
* Russian
* Spanish
* Thai
* Turkish

Posted on 2012-11-14 – 13:04 by Henrik Kniberg
agile kanban scaling Scrum spotify xp
Subscribe to Henrik's RSS feed

149 RESPONSES ON “SCALING AGILE @ SPOTIFY WITH TRIBES, SQUADS, CHAPTERS &
GUILDS”

1. Luca says:
2012-11-14 at 15:33

Very interesting reading. Thanks Henrik and Anders for publishing it .

How that snapshot of Spottify way of working emerged in the time, what
forces where at work and who contributed ?

Are there differences in practices, way of working, organization among
different squads or different tribes ? What caused them ?

Luca

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Hur Spotify jobbar agilt

3. bart vermijlen says:
2012-11-17 at 17:07

great article. especially the idea of “a guild” as a crossteam entity. a
cool name for a cool idea.

4. Pingback: Scaling Agile at Spotify | My Daily Feeds

5. Johan Jacobs says:
2012-11-18 at 22:26

Very interesting reading…
I face similar challenges being responsible for the development of direct
channels in a major Belgian Bank.
One question I’m still left with: how do you deal with maintainance on
delivered software especially if this adds up to about 30% of all work.
Separate it in a separate squad?

Reply
1. Henrik Kniberg says:
2012-11-19 at 08:46

Squads do their own maintainance. There’s no handoff to another squad,
that’s just expensive and breaks the learning loop. Programmers need to
live with the consequences of their design decisions.

Reply
1. Swapna says:
2020-02-14 at 02:51

Hi Henrik,

I work with an Indian start up and we are looking at creating an
efficient Org structure. I’ve been reading your articles and wanted
to reach out to you in this connection. Do let me know if we can
catch up over mail or a call.

Thank you
Swapna

6. Konstantin Razumovsky says:
2012-11-19 at 22:58

Great post! One thing I was surprised with is the “operation” squad which
seems to be not a feature team. Also aren’t the members of this squad
disappointed being a “servant” team and not producing the external
features?

Reply
1. Henrik Kniberg says:
2012-11-19 at 23:15

The people in ops do ops stuff because it is their job, because that is
what they love doing, and that is why they came to Spotify to do it.
The ops folks are heros, they enable everyone else to put stuff into
production, and keep the systems running 24/7.

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11. Fabrice Aimetti says:
2012-11-26 at 01:06

Hello Henrik,
It is a very interesting article. I have translated it into french :
Agilité à grande échelle chez Spotify
Regards,
Fabrice

Reply
1. Henrik Kniberg says:
2012-11-26 at 13:06

Wow, thanks! I added a link to your translation.

12. Russ Zumwalt says:
2012-11-26 at 22:35

Your article mentioned that user experience decisions were left to the
squad, and I was curious how you’ve gone about staffing that need for each
squad. That’s something that my organization has grappled with since
adopting Scrum in 2004. We’ve waffled back-and-forth between putting user
experience/design members on the teams and creating a central team
composed entirely of functional design and user experience. Does every
squad have a dedicated member for these functions? If not, how many squads
do they typically get split across? Have any of your squad members taken
on UX/design responsibilities with little or no prior experience? Do you
encourage that?

Reply
1. Henrik Kniberg says:
2012-11-27 at 09:16

We’re still waffling around with this, will have to get back on this
topic later :o)

Reply
1. Russ Zumwalt says:
2012-11-27 at 15:28

Oh, good, it’s not just us

2. Adrienne Francis says:
2014-10-23 at 15:14

Do you have any updated insights on how Spotify incorporates UX into
the squads? Currently, I manage a UX team and have UX functional
members working within each scrum team and am curious how Spotify
handles functional UX and ensures a cohesive user experience across
all of the separate squads/tribes.

Reply
1. Harry Finocchiaro says:
2015-02-11 at 16:39

It’s been a while since you posted a response to this, Henrik.
Any updates?

2. Jessica says:
2018-04-11 at 19:25

I would love to have an update to this as well, it’s been a
while!

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14. Christer Åkesson says:
2012-11-27 at 22:49

Great post! I really like the clearity both in the vertical(Sqaud, tribes)
and horizontal(Guild, Chapter). Have some what the same type of setup in
my organization but not that clear…
I really like the idea of “quarterly survey with each squad” a good tool
help the team to be high performing.

Now to my question:
How is the process for a squad to take a new feature from customer
requirement to production?
At what sync points do sqaud and stakeholders meet up?

Regards,
Christer

15. Shawn says:
2012-11-28 at 23:07

Great post and article, thanks for posting!! Could you share some
information about any tooling is used to help facilitate/manage Spotify’s
process(s)?

16. Manuel Palacio says:
2012-11-30 at 18:24

Great article. I translated it to Spanish:
Agilidad en Spotify

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18. Aaron says:
2012-12-07 at 15:00

I like this article!

I notice that the idea of “guilds” is spreading. Maybe you want to have a
look at Jurgen’s post about that:
http://www.noop.nl/2012/11/business-guilds.html

I practice this idea having cross-team (knowledge-) “domains” with
experienced “domain owners” guiding and leading it.

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20. Askhat Urazbaev says:
2012-12-25 at 13:06

Hi, Henrik!

This is link to Russian translation:

Масштабирование Agile в Spotify

Reply
1. Henrik Kniberg says:
2012-12-27 at 00:32

Thanks Askhat! I added it to the list of translations above.

21. Carmen Morrison says:
2013-01-01 at 00:02

Great article thanks you. I love being a Scrum Master/Iteration Manager
and I want to work for a company that has a true Agile Culture. Can you
get my resume in front of them.

Cheers,
Carmen

Reply
1. Henrik Kniberg says:
2013-01-02 at 12:42

Try http://www.spotify.com/jobs/

22. Carmen Morrison says:
2013-01-01 at 00:02

P.S. Happy New Year!

23. Omar Bermudez says:
2013-01-04 at 02:12

Interesting article. My question is how you support this process
electronically? I like JIRA + green-hopper, but I am not sure it is the
right one to support the full process.
Thanks,
Omar

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25. Theron says:
2013-01-19 at 04:17

Completely love it! This is the type of org I am constantly guiding
companies toward but not always with success. Thanks for providing a case
study I can use to fuel my efforts.

Question: Can you share a sketch of a typical squad area floor plan? How
is the desk area, lounge area, and a personal “huddle” room configured?

Thanks!

Reply
1. Henrik Kniberg says:
2013-01-19 at 04:31

Here’s a sketch of a typical squad floorplan:
https://dl.dropbox.com/u/1018963/Articles/Spotify-TypicalSquadWorkspace.png

Reply
1. Theron says:
2013-02-20 at 21:28

Thanks! That’s great. We have something similar. We have tables
instead of desks and the tables face each other in an type of
island.

One other question:
The quarterly survey – do you have an Excel template for that or do
you just hand make all the arrow selection each quarter?

Thanks again!

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31. Max Lincoln says:
2013-03-19 at 18:16

There’s a Portuguese version at
http://www.infoq.com/br/articles/spotify-escalando-agile but the link
doesn’t seem to be here yet.

Reply
1. Henrik Kniberg says:
2013-03-21 at 18:34

Thanks, I added the link now.

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37. Pete says:
2013-05-22 at 21:19

Awesome! That’s a fantastic approach, Henrik! Thanks so much for sharing.

I’m curious how the rest of the company (Management, Sales, Marketing,..)
is organized?
Are they structured in Squads and tribes as well or are they organized in
a classic way?

A further point that interests me: Is the a kind of PO lead who
coordinates or even leads the POs? (Deciding on the high level road map)
Or are the POs organizing themselves collaborately?

And a last one:
Has the tribe lead any influence or saying on the road map or is she
“only” responsible for the squads container?

Happy about your answers.

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41. Jason Skidis says:
2013-06-28 at 06:58

Henrik,
I am an Agile Coach in a large IT department of an even larger
organization. I have read this article with great interest. Our
organization started a full department transformation to Scrum last winter
and we continue to look for ways to improve this ongoing transformation to
make our organization more Agile. I’ve discussed this article with a
number of people in my organization and I get 2 consistent pieces of
feedback on the topic of Chapters Leads as line managers (I also get lots
of feedback on other pieces of the article, but that’s another story)

1. Many in our organization still have a higher affinity for their
functional role relationships than team membership, re: still lots of
functional silo thinking. Having Chapter Leads could entrench that
behavior further.
2. If a person’s line manager is on a different team, then they aren’t
involved in the day to day with that person. The concern is around the
ability of the Chapter Lead to evaluate the individual’s performance
and/or know them well enough to help them with personal/career
development.

My response to this feedback has generally followed these concepts…
1. Leadership and Agile Coaches need to a better job of breaking down
functional silos whether we try something like this or not. If we do a
great job of it, then this becomes much less of an issue (or a non issue).
2. If we change our focus from “evaluate and develop individuals” to
“evaluate teams and develop the individual” then this concept might
actually be a strength. Since the person developing an individual still
has the same type of responsibilities as the individual, as opposed to
someone that used to (maybe) have that same job in the past.

I believe that are a number of benefits to this approach that outweigh
these concerns. However, I was wondering if you (or any of your readers)
have additional feedback on ways to minimize these concerns.

Thank you,
Jason Skidis

Reply
1. Henrik Kniberg says:
2013-06-28 at 13:54

Hi Jason, thanks for the detailed and insightful feedback. The short
answer is that we sometimes see the problems that you mention, but so
far the advantages of this model seem to outweigh the disadvantages. We
also compensate for the disadvantages by making sure that the chapter
lead is physically close to his chapter members, although they are
spread across different squads, and that each chapter is quite small.
The chapter lead does not oversee or judge the day-to-day work of the
chapter members, instead he focuses on things like craftmanship,
personal development and motivation.

Reply
1. Jason Skidis says:
2013-06-29 at 00:22

Thank you Henrik for your speedy response. I can definitely see how
small chapters with squads being adjacently (or at least very close)
can help minimize these concerns.

As a Scrum Trainer once told me, evaluate teams and have the team
evaluate the members of the team. With these two points of reference
you get a more accurate and agile compatible appraisal of an
individual compared to just a manager judging a team member
completely outside the team context.

Your comment about chapter leads developing competencies of but not
judging an individual is another data point in favor of separating
(to some degree) development from evaluation. Your feedback is
greatly appreciated.

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46. Dai Fujihara says:
2013-10-16 at 06:39

I’ve just published “Scaling agile @ spotify” Japanese version.
http://lean-trenches.com/scaling-agile-at-spotify-ja/ It’s very
interesting article. Thanks, Henrik.

Reply
1. Henrik Kniberg says:
2013-10-27 at 02:26

Thanks for translating! I added a link above.

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58. Bob Jiang says:
2014-03-01 at 16:22

Hi Henrik,
Chinese version for scaling agile of Spotify is ready on my blog,
http://bobjiang.com/2014/02/07/scaling-agile-spotify-with-tribes-squads-chapters-guilds/
, could you add a link here? Thanks a lot

Reply
1. Henrik Kniberg says:
2014-04-24 at 14:36

Thanks for translating! I’ve added the link.

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65. Antonio Lucca says:
2014-05-07 at 02:04

Italian version here:
https://www.dropbox.com/s/b9urjkxsgq2zbe8/ScalingSpotifyIta.pdf
Best Regards!

Tony

Reply
1. Henrik Kniberg says:
2014-05-20 at 10:42

Thanks, I’ve added a link to your translation!

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79. https://bestspotifycodes.wordpress.com says:
2015-01-26 at 19:47

Thanks for every other informative website.
The place else may just I get that type of info written in such an ideal
approach?
I’ve a undertaking that I am simply now running on, and I
have been at the glance out for such information.

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83. Daniel Breston says:
2015-02-09 at 14:26

So what happens when a major incident occurs? Who does the user call and
how does whoever responds link back to this structure? How do you address
data or security audit issues?

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89. Adam says:
2015-04-14 at 04:15

I love the article and the organizational model.

Are the tribe leaders mainly focused on engineering, architecture, and
organizational health? Or do they also own the tribe’s part of the
overarching product roadmap?

Thank you!

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102. Randy says:
2015-12-14 at 22:55

Hello Mr. Kniberg,

I have a few questions regarding the Squad Health Check model you used at
Spotify, specifically; how did you develop the 11 health areas identified
in model (support, teamwork, pawns or players, mission, health of
codebase, suitable process, delivering value, learning, speed, easy to
release, fun)?

Do you have any published literature reviews to validate your mythology?
I are very interested in utilizing a team health check program and would
like to implement your model. Please let me know if you can provide any
further information with your health check model.

Thank you,
Randy B

103. Nubia says:
2015-12-18 at 19:16

Hi, is there any type of online tool you could share that could help to
visually organize tribes and squads? Thanks!

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115. Oliver says:
2017-05-08 at 18:28

We have embarked on the transition to the SAFe framework and introduced
the tribe concept as well. Tribe lead roles were created, my question is
what should the main responsibilities be for the tribe leads ?

116. Bruno Castro says:
2017-09-04 at 19:00

I don’t can access the article Scaling Agile @ Spotify. I recive a 404
error from Dropbox. You have another link? I search on google but, dont
found.

Reply
1. Henrik Kniberg says:
2017-09-19 at 15:45

Link is fixed now:
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf

117. Allison Pearce says:
2017-09-18 at 20:11

The English version has been removed from Dropbox. Where is the file now
available?

Reply
1. Henrik Kniberg says:
2017-09-19 at 15:45

Link is fixed now:
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf

118. Meenakshi Agarwal says:
2017-12-25 at 11:02

The tribe-squad concept is fantastic and a kind of evolution in Agile. We
partially used a similar idea where squads were known as feature teams and
a solution team comprised of multiple features. Also, the scrum masters
led the features whereas the managers owned the whole solution.

119. Shawn Kelly says:
2018-02-23 at 02:13

Henrik,

What methodology was used to introduce these concepts, gain buy-in from
component teams, and measure acceptance and buy-in to these concepts? The
end-state or snap-shot in time is a beautiful thing. But understanding
what mechanisms were used to influence entrenched personalities and the
steps and iterations to get there is where the magic happens.

Thank you for the consideration.

120. Sharad says:
2018-04-14 at 19:08

Very interesting and informative reading. Thanks, for publishing it.

121. Mark says:
2018-09-05 at 10:45

Great article, thanks for sharing! You touched on how Ops teams fit in,
but is there any more info on how you marry this kind of agile approach
with a team that is purely Operational?

122. Amit says:
2019-03-04 at 05:29

Is there an updated version? I see this says Oct 2012.

123. Lucy Jin says:
2019-11-10 at 03:42

Hi Henrik, I have 2 questions, and ask for your advice, Thank you!

1. After you published the Scaling Agile @ Spotify in 2012, is there any
major differences up to now, 7 years later? Would you still revisit
Spotify now?

2. We’re Agile consulting company from China. We’ve referred to the
Spotify model and implemented the tribe/squad in some banks, seems the
chapter/guild is a bit difficult for local implementation. But we use
CoP(Community of Practice) to do sharing across tribes/squads, and keep
the line managers to evaluate the people’s performance. Do you have any
suggestions on this?

Thank you again, and have a nice day!
Lucy Jin

124. instazood says:
2020-03-01 at 06:06

Very nice article. keep it up Henrik.

125. anmol says:
2021-02-25 at 09:34

Thanks for sharing nice Article . It is very valuable information.

126. Sandeep says:
2021-03-18 at 15:26

Great learning , Please add some more info on Agile implementaiton

127. mark says:
2022-08-21 at 13:26

thank you ..such a great post

128. Pingback: Scaled Agile Marketing - An Overview - AgileSparks

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