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The SAFe misery and what to learn from it
- As companies scale, convoluted and overly complicated processes often arise, which are often put in place too soon.
- Processes should be eliminated as much as possible in order to allow people to innovate and find solutions.
- Dependencies should be removed, which can be done by promoting cross-functional teams, insourcing competencies, and allowing budget autonomy.
- Introducing processes that involve more than one team's alignment is not manageable efficiently at scale, as people become quickly misaligned.
- Teams are comprised of people and individuals who become more efficient if we allow them to stay together for some time instead of treating them like pawns that get shifted around.
- If processes are needed, they should primarily be focused on keeping teams talking to each other while keeping them autonomous.
- Good processes do exist, and they keep everyone as autonomous as possible by aligning on outcomes and not just ensuring they adhere to rules.
- Skills should be prioritized over processes, and teams should not be forced to use processes that don't work for them.
- Product leaders must work to keep these processes at bay and build lightweight organizations where people can be their best versions every day.
- Autonomous teams beat convoluted top-down structures any day.
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