Don’t they say a picture is better than a thousand words? Well then, here you go. This is the Spotify model in a nutshell, by Henrik Kniberg:
Oh and wait, that was only part 1. Ready for part 2?
Impressive eh? Inspiring even! That is exactly what we thought. And after playing and working with it for a few months – and by that we mean the whole shabam, IT, Marketing, Productmanagement, everybody – we extracted 4 main take aways that makes the magic work:
Understanding the Spotify principles: our 4 take aways
- Strive for the type of alignment that enables autonomy . How to get there? Through loosely coupled yet tightly aligned teams. At Spotify they call them squads… sounds like the World of Warcraft doesn’t it?
- Focus on trust instead of control. Empowering people to take their own destiny at hand. The famous quote “hire great people and get out of their way,” is on posters and hung up all over our floor in the office.
- Aim for frequent releases with customer value. To learn fast and spread the joy, and sometimes the pain. This principle can conflict with our perfectionism and tendency to postpone the hard stuff indefinitely. But, if you stick to it, you will get amazing results.
- Promote the community as the best practise of sharing. Everyone is part of a community (in the Spotify jargon a chapter) where the specific expertise for that domain is shared and cherished.
And one final insight to top it off. this alignment, trust sharing and releasing takes place within the cosiness of a tribe. We can hear you think, are we in the middle of Lion King musical or is this a serious blog? Well, the latter! In the tribe,everyone one finds a caring (professional) home.
Did we make you curious? All those new words and principles? Then eat your heart out, we will be sharing our experiences with all of them and many more in many blog posts to come!
Want to know more about the Spotify model? We highly recommend you to take a look at the great video’s of which the pictures above are a screenshot.
Cheers! Saloua & Marijke
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.