Capra Consulting, a Norwegian IT consultancy, underwent a reorganization to address challenges in communication and decision-making brought about by growth. At 50 employees and a hierarchical organizational model, we wanted to mitigate the risks of reduced employee participation in our operation and reduced autonomy that might come with growth. We sought inspiration from the Team Topologies book to create a networked organizational structure that emphasized employee engagement, autonomy, and flexibility. By dissolving the Top Management Group and introducing specialized teams, we fostered distributed decision-making and collaborative problem-solving. 

The following case study explains what led Trade Me to introduce the concept of the Thinnest Viable Platform (TVP) from the book Team Topologies. We will explore what sparked our need to change the way we previously had been working, what we did, and the lessons we learned.

Using the ideas described in Team Topologies, PureGym was able to communicate how and why working practices needed to adapt using the core concepts to give team members more ownership and autonomy whilst reducing their cognitive load. This case study describes PureGym’s journey in the adoption of the Team Topologies principles and practices.

We spoke to Andy Norton, Software Development Manager at Footasylum, about the ways in which Team Topologies has helped to shape teams and software delivery within Footasylum.