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:

.Spotify-Engineering-Culture-Part1

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

Here’s Part 2.

 

Comments

  1. […] InfoQ: アジャイルにはたくさんのハンマーがあって、その多くは商業的な利益を動機としていますが、Spotifyの“モデル”はそういった商業目的のないモデルのひとつのように思われます。“モデル”を適用することについて、どのような意見をお持ちですか? […]

  2. […] A big change to the organization will be departmental structure and separation of powers. Under the agile mindset, small teams are established that possess the cross-functional skills to self-organize and solve problems proactively. A practical example of this would be seating charts changing so teams can sit together, as opposed to being separated by department. If a team can be thought of as vertically-integrated silos, then departments and homogenous skillsets can be thought of horizontal groupings. In many technology companies like Google and Spotify, these have been called “tribes”. […]

  3. […] Spotify and Netflix have led the way here in publishing great open source / public info on the topic. Into other industries, in FS ING was one of the first movers where it moved its Netherlands retail bank HQ functions to scaled agile in 2015, and recently ANZ announced it planned to do this across its business in 2018. Many organisations have partially adopted it, typically across the digital/IT areas, but not into the core organisation of the BAU HQ business functions (product, marketing, etc). […]

  4. […] Spotify and Netflix have led the way here in publishing great open source public info on the topic. Into other industries, in financial services ING was one of the first movers, where it moved its Netherlands retail bank HQ functions to scaled agile in 2015, and recently ANZ announced it planned to do this across its business in 2018. Many organisations have partially adopted it, typically across the digital/IT areas, but not into the core organisation of the BAU HQ business functions (product, marketing, etc). […]