When You See An Organization, Look For Minimum Viable Collaboration

The performance of an organization results from the collaboration of the actors. Achieving Quality at Speed is directly influenced by their decisions, the features they prioritize, and the processes they define.

While organizational charts give the structure, they do not necessarily clarify the design of the actors’ collaboration. But like a city map, the value of architecture is to bring to life a set of buildings, houses and flows.

A large number of reorganizations fail, missing the point of interactions. The team name and visual boxes change, but the performance remains poor. Hence the need to focus on minimum viable collaboration when managing an organization.

This article shares the key reasons and essential elements to build an organization that can continuously deliver Quality at Speed with minimum viable collaboration:

• Large restructurations are risky as a roulette-russe
• We don’t need to involve everyone all the time
• Continuous improvement focuses on the limiting factors
• Collaboration can happen in various ways
• Look for high cohesion and loosely coupled flows
• Architecturing an organization for Quality at Speed