qcon san francisco 2014 simon marcus – head of people operations / tribe lead for social...
TRANSCRIPT
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Qcon San Francisco 2014Simon Marcus – Head of People Operations / Tribe Lead for Social
@lycaonmarcus #qconsf
Growing Up Spotify
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“If growing up means it would be beneath my dignity to climb a tree, I'll never grow up, never grow up, never grow up! Not me!”
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What’s a Startup?
● Seeking a market● Everyone knows everyone● Everyone does everything● Boundaries and Constraints are visible● Plan in days or weeks
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Spotify isn’t a Startup
● 1500 People / 700 in Tech, Product and Design● 50mm MAU / 20mm DAU● 5mm Playlists created / edited every day● 60 Countries● Plan in months in years
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Spotify isn’t a Startup
● Assets, markets and people worth protecting● You can’t know everyone you rely on● Boundaries are not visible● Constraints are not visible● Planning must happen on longer horizons
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Spotify is an adhocracy, and it’s awesome!• Organic organization
• Resists formalization / rules / standards• Preference for decentralized decision making• Encourages dissent / consensus seeking• Fluid Roles
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A lot of Talking
Execution
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• Who does what?!?• How do we do…• SO MUCH TALKING• What am I supposed to do?• CAN SOMEONE JUST MAKE A #$%%## DECISION!?!?!
Spotify is an adhocracy, and it sucks!
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• Growing up our org chart• Growing up our strategy• Why’s this all work?
Today’s playlist
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Growing up Our Org Chart
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Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations – Melvin Conway
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Release train, platform design, developer experience
Client Infrastructure
Social, Search, Browse, Your Music, Discover
Feature Squads
Provisioning, SRE, Monitoring, GHE
IO
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• Higher quality• Ship most platforms at least every 3 weeks• More consistent user experience• Better tooling and infrastructure• Feature squads can focus on building awesome features
How’s this work? Pros:
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• Tyranny of the release train• Loss of autonomy for feature squads• Infra squads can feel like they are stuck being quality
gates• IO can find it difficult to ensure they are building what
people need
How’s this work? Cons:
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Tribes, Chapters,
Squads and Guilds
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Tribe: Squads with a shared purpose
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Chapter: Skills team, within a tribe
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Squad: Where the work happens
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Life in a Squad
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Life in a Squad
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Teams are Scaling...
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Teams are Scaling...
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Guild: Community of interest, cross tribes
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• High autonomy within tribes / squads• Clear missions within tribes / squads• Healthy tension between delivery and people
management• Easy to spin up new parts of the org, model
seems to continue to scale well• Initial signs that model can support fast
restructuring
How’s this work? Pros:
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• Hard to get things done across tribes• Squads (tribes) can outlive their usefulness• It can be hard for individuals to move between tribes• The matrix model can diffuse responsibility to an
infuriating degree
How’s this work? Cons:
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Planning and Alignment
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• Haphazard guidance from above• Poor deployment of strategy once announced• Low visibility into progress and learning• Little sense of how to influence strategy productively• Lack of understanding of system-wide capacity• Teams don’t know how to apply priorities
The wages of autonomy
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Alignment Autonomy
Awesome?
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Alignment
Autonomy
Awesom
e!!!
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Data Insights Beliefs Bets
Strategic Thinking
DRAFT
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Core Beliefs
Strategic Bets
Priorities
Strategic Framework
• Informed by everyone• Set By Lead Team• Lifecycle of 12-18 months
• Informed by everyone• Set By Lead team and TPD
Leadership• Lifecycle of 6-12 months
• Informed by beliefs + bets• Set by Tribes + Squads• Lifecycle of 6-12 weeks• Projects and workstreams
DRAFT
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Strategic Rhythm
• Setting a cadence for the company• Regular, structured touch-points for alignment• Autonomy remains inside touch points
DRAFT
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How we got started
Bringing music to the world !@#!@
The Spotify WayOur work spaces
Who we hire The roles we have
How we have funThe words we use
The words we don’t use
The tools we use Implicit rules
How we act when things go right
$How we grow people
How we learn
Being Swemerican
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How we got started
Bringing music to the world !@#!@
The Spotify WayOur work spaces
Who we hire The roles we have
How we have funThe words we use
The words we don’t use
The tools we use Implicit rules
How we act when things go right
$How we grow people
How we learn
Being Swemerican
![Page 36: Qcon San Francisco 2014 Simon Marcus – Head of People Operations / Tribe Lead for Social @lycaonmarcus #qconsf Growing Up Spotify](https://reader034.vdocuments.us/reader034/viewer/2022051819/551c0d71550346b24f8b5257/html5/thumbnails/36.jpg)
How we got started
Bringing music to the world !@#!@
The Spotify WayOur work spaces
Who we hire The roles we have
How we have funThe words we use
The words we don’t use
The tools we use Implicit rules
How we act when things go right
$How we grow people
How we learn
Being Swemerican
![Page 37: Qcon San Francisco 2014 Simon Marcus – Head of People Operations / Tribe Lead for Social @lycaonmarcus #qconsf Growing Up Spotify](https://reader034.vdocuments.us/reader034/viewer/2022051819/551c0d71550346b24f8b5257/html5/thumbnails/37.jpg)
● A culture of openness, feedback and even dissent
● Optimized for lots of ideas, personal growth, long term effectiveness…
● Challenged to find better ways of moving faster, learning more, making it easier to get things done.
Spotify is growing up, with…
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Spotify’s Blog: http://labs.spotify.com/My Twitter: @lycaonmarcus
Feedback: sayat.me/lycaonmarcus
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