Spotify engineering culture (part 1)

Here’s part 1 of short animated video describing our engineering culture (here’s part 2).

This is a journey in progress, not a journey completed, and there’s a lot of variation from squad to squad. So the stuff in the video isn’t all true for all squads all the time, but it appears to be mostly true for most squads most of the time :o)

Here’s the whole drawing:


(Tools used: Art Rage, Wacom Intuos 5 drawing tablet, and ScreenFlow)

Here’s Part 2.



  1. […] Spotify heeft zijn agile culture, Zappo’s zijn holacracy. Steeds meer organisaties, ook in Nederland, transformeren naar een nieuwe structuur gebaseerd op een allesbehalve traditionele visie. Waarom? De oude hiërarchische werkvorm heeft zijn langste tijd gehad. En dat is logisch. Hoe kun je immers innovatief zijn als je zelf nog werkt binnen structuren die al decennia bestaan? De wereld om ons heen en de eisen van klanten zijn ondertussen volledig anders. De tijd van vele managementlagen en bureaucratie is wat mij betreft voorbij. Resultaat is dat wij ons nu bevinden in een ontwikkeltraject naar een zelfsturende organisatie. Dit is mijn eerste blog in een serie waarin ik graag inzicht geef in hoe dit traject er voor ons uit ziet en ook welke lessen we onderweg leren. Want, ik kan alvast melden, het is allesbehalve een geplaveide weg. […]

  2. […] Spotify has a Decoupled Release Model by creating an environment where the release is easy to do. Their product is complex, but they have changed the architecture which allows for decoupled releases so new features can be pushed out easily without impacting the overall architecture. It’s a ship early and ship often mindset. They have a lightweight process so they can rapidly get new features of their product out fast. […]

  3. […] Spotify has its agile culture, Zappos its holacracy. More and more organizations, in the Netherlands too, are migrating to new structures based on a vision that is anything but traditional. Why? The old hierarchical working practices have had their day. And this makes sense. After all, how can you be innovative if you are still working with structures that have been existing for decades? In that time, the world around us and the requirements of customers have changed completely. As far as I am concerned, the era of multiple management layers and bureaucracy is over. The result is that we, as an organization, now find ourselves in a process of development towards a self-steering organization. This is the first blog in a series in which I would like to shed light on this process from our perspective and also reflect on the lessons we are learning along the way. Because, I can already report, it is anything but a smooth road. […]