Towards Sustainable Learning, Designing and Decision-making
summary
Argues that teams closest to problems must own learning, design and decisions and shows concrete practices: use Team Topologies as language, run a one-day workshop with 30 people to map maturity on an x/y “architecture topology” grid, and introduce architecture topologies to track scope. Gives a 20-year case where a retailer moves from central architects to 40–50 products with enabling product architects, cutting coordination bottlenecks and speeding delivery across 100–150 teams.
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chapters (11)
- 0:00Introduction
- 1:07Sustainable fast flow
- 3:20Decentralizing learning design
- 8:44Adapting to change
- 11:16Cultural and structural evolution
- 13:05Architecture and team topologies
- 17:10Maturity levels of architecture
- 21:03Architecture topologies across teams
- 26:05Bol.com case study
- 36:22Continuous evolution in models
- 37:26Q&A
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