Scaling  Agile  @  Spotify
with  Tribes,  Squads,  Chapters  &  Guilds
Henrik  Kniberg  &  Anders  Ivarsson
Oct  2012

Dealing  with  multiple  teams  in  a  product  development  organization  is  always  a  challenge!
One  of  the  most  impressive  examples  we’ve  seen  so  far  is  Spotify,  which  has  kept  an  agile  mindset  despite
having  scaled  to  over  30  teams  across  3  cities.
Spotify  is  a  fascinating  company  that  is  transforming  the  music  industry.  The  company  has  only  existed  6
years  and  already  has  over  15  million  active  users  and  over  4  million  paying.  The  product  itself  can  belikened  to  “a  magical  music  player  in  which  you  can  instantly  find  and  play  every  song  in  the  world”.
Alistair  Cockburn  (one  of  the  founding  fathers  of  agile  software  development)  visited  Spotify  and  said  “Nice  -­I've  been  looking  for  someone  to  implement  this  matrix  format  since  1992  :)  so  it  is  really  welcome  to  see.”So  how  is  this  managed?
We  have  both  presented  at  conferences  and  been  caught  in  engaging  discussions  around  how  we  work  at
Spotify  and  how  the  company  handles  agile  with  hundreds  of  developers.  Many  people  are  fascinated  bythis,  so  we  decided  to  write  an  article  about  it.
Disclaimer:  We  didn’t  invent  this  model.  Spotify  is  (like  any  good  agile  company)  evolving  fast.  This  article
is  only  a  snapshot  of  our  current  way  of  working  -­  a  journey  in  progress,  not  a  journey  completed.  By  thetime  you  read  this,  things  have  already  changed.

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Squads
The  basic  unit  of  development  at  Spotify  is  the  Squad.

A  Squad  is  similar  to  a  Scrum  team,  and  is  designed  to  feel  like  a  mini-­startup.  They  sit  together,  and  they
have  all  the  skills  and  tools  needed  to  design,  develop,  test,  and  release  to  production.  They  are  aself-­organizing  team  and  decide  their  own  way  of  working  –  some  use  Scrum  sprints,  some  use  Kanban,
some  use  a  mix  of  these  approaches.
Each  squad  has  a  long-­term  mission  such  as  building  and  improving  the  Android  client,  creating  the  Spotify
radio  experience,  scaling  the  backend  systems,  or  providing  payment  solutions.  The  picture  below
illustrates  how  different  squads  take  responsibility  for  different  parts  of  the  user  experience.

Squads  are  encouraged  to  apply  Lean  Startup  principles  such  as  MVP  (minimum  viable  product)  andvalidated  learning.  MVP  means  releasing  early  and  often,  and  validated  learning  means  using  metrics  andA/B  testing  to  find  out  what  really  works  and  what  doesn’t.  This  is  summarized  in  the  slogan  “Think  it,  build
it,  ship  it,  tweak  it”.

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Because  each  squad  sticks  with  one  mission  and  one  part  of  the  product  for  a  long  time,  they  can  really
become  experts  in  that  area  -­  for  example  what  it  means  to  build  an  awesome  radio  experience.
Most  squads  have  an  awesome  workspace  including  a  desk  area,  a  lounge  area,  and  a  personal  "huddle"
room.  Almost  all  walls  are  whiteboards.  We've  never  seen  a  better  collaboration  space!

yes,  that's  a  shark  flying  around.  perfectly  normal.
To  promote  learning  and  innovation,  each  squad  is  encouraged  to  spend  roughly  10%  of  their  time  on  “hackdays”.  During  hack  days  people  do  whatever  they  want,  typically  trying  out  new  ideas  and  sharing  with  theirbuddies.  Some  teams  do  1  hack  day  every  second  week,  others  save  up  for  a  whole  “hack  week”.  Hackdays  are  not  only  fun,  they  are  also  a  great  way  to  stay  up-­to-­date  with  new  tools  and  techniques  andsometimes  lead  to  important  product  innovations!

A  squad  doesn’t  have  a  formally  appointed  squad  leader,  but  it  does  have  a  product  owner.  The  product

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owner  is  responsible  for  prioritizing  the  work  to  be  done  by  the  team,  but  is  not  involved  with  how  they  dotheir  work.  The  product  owners  of  different  squads  collaborate  with  each  other  to  maintain  a  high-­levelroadmap  document  that  shows  where  Spotify  as  a  whole  is  heading,  and  each  product  owner  is  responsiblefor  maintaining  a  matching  product  backlog  for  their  squad.
A  squad  also  has  access  to  an  agile  coach,  who  helps  them  evolve  and  improve  their  way  of  working.  Thecoaches  run  retrospectives,  sprint  planning  meetings,  do  1-­on-­1  coaching,  etc.
Ideally  each  squad  is  fully  autonomous  with  direct  contact  with  their  stakeholders,  and  no  blocking
dependencies  to  other  squads.  Basically  a  mini-­startup.  With  over  30  teams,  that  is  a  challenge!  We  havecome  a  long  way,  but  there  are  still  plenty  of  improvements  to  be  made.
To  aid  in  this,  we  run  a  quarterly  survey  with  each  squad.  This  helps  focus  our  improvement  efforts  and  findout  what  kind  of  organizational  support  is  needed.  Here’s  a  visual  summary  of  one  such  survey,  showing  5
squads  within  a  tribe:

The  circles  show  the  current  state,  arrows  show  the  trend.  For  example  we  can  see  a  pattern  where  threesquads  reports  problems  around  releasing  and  that  it  does  not  seem  to  improve  -­  this  area  needs  urgent
focus!  We  also  see  that  squad  4  does  not  have  a  great  situation  with  agile  coach  support,  but  that  it  isalready  improving.
● Product  owner  -­  The  squad  has  a  dedicated  product  owner  that  prioritizes  the  work  and  takes  bothbusiness  value  and  tech  aspects  into  consideration.
● Agile  coach  -­  The  squad  has  an  agile  coach  that  helps  them  identify  impediments  and  coaches
them  to  continuously  improve  their  process.
● Influencing  work  -­  Each  squad  member  can  influence  his/her  work,  be  an  active  part  in  planningand  choose  which  tasks  to  work  on.  Every  squad  member  can  spend  10%  of  his/her  time  on  hackdays.
● Easy  to  release  -­  The  squad  can  (and  does!)  get  stuff  live  with  minimal  hassle  and  sync.
● Process  that  fits  the  team  -­  The  squad  feels  ownership  of  their  process  and  continuously  improvesit.
● Mission  -­  The  squad  has  a  mission  that  everyone  knows  and  cares  about,  and  stories  on  thebacklog  are  related  to  the  mission.
● Organizational  support  -­  The  squad  knows  where  to  turn  to  for  problem  solving  support,  fortechnical  issues  as  well  as  “soft”  issues.

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TribesA  tribe  is  a  collection  of  squads  that  work  in  related  areas  –  such  as  the  music  player,  or  backend
infrastructure.

  The  tribe  can  be  seen  as  the  “incubator”  for  the  squad  mini-­startups.  ,  and  have  a  fair  degree  of  freedom  andautonomy.  Each  tribe  has  a  tribe  lead  who  is  responsible  for  providing  the  best  possible  habitat  for  thesquads  within  that  tribe.  The  squads  in  a  tribe  are  all  physically  in  the  same  office,  normally  right  next  toeach  other,  and  the  lounge  areas  nearby  promote  collaboration  between  the  squads.
Tribes  are  sized  based  on  the  concept  of  the  “Dunbar  number”,  which  says  that  most  people  cannot
maintain  a  social  relationship  with  more  than  100  people  or  so  (the  number  is  actually  larger  for  groups  thatare  under  intense  survival  pressure,  which  isn’t  really  the  case  at  Spotify,  believe  it  or  not...).  When  groups
get  too  big,  we  start  seeing  more  things  like  restrictive  rules,  bureaucracy,  politics,  extra  layers  ofmanagement,  and  other  waste.
So  tribes  are  designed  to  be  smaller  than  100  people  or  so.

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Tribes  hold  gatherings  on  a  regular  basis,  an  informal  get-­together  where  they  show  the  rest  of  the  tribe  (orwhoever  shows  up)  what  they  are  working  on,  what  they  have  delivered  and  what  others  can  learn  fromwhat  they  are  currently  doing.  This  includes  live  demos  of  working  software,  new  tools  and  techniques,  coolhack-­day  projects,  etc.

  Squad  dependencies
With  multiple  squads  there  will  always  be  dependencies.  Dependencies  are  not  necessarily  bad  -­  squads
sometimes  need  to  work  together  to  build  something  truly  awesome.  Nevertheless,  our  goal  is  to  havesquads  be  as  autonomous  as  possible,  especially  minimizing  dependencies  that  are  blocking  or  slowing  asquad  down.
To  aid  in  this,  we  regularly  ask  all  our  squads  which  other  squads  they  depend  on,  and  to  what  extent  thosedependencies  are  blocking  or  slowing  the  squad  down.  Here’s  an  example:
Text

We  then  discuss  ways  to  eliminate  the  problematic  dependencies,  especially  blocking  and  cross-­tribe
dependencies.  This  often  leads  to  reprioritization,  reorganization,  architectural  changes  or  technicalsolutions.

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The  survey  also  helps  us  see  patterns  around  how  squads  depend  on  each  other  -­  for  example  that  moreand  more  squads  seems  to  be  slowed  down  by  operations.  We  use  a  simple  graph  to  track  how  the  various
types  of  dependencies  increase  or  decrease  over  time.
Scrum  has  a  practice  called  “scrum  of  scrums”,  a  synchronization  meeting  where  one  person  from  eachteam  meets  to  discuss  dependencies.  We  don’t  usually  do  scrum  of  scrums  at  Spotify,  mainly  because
most  of  the  squads  are  fairly  independent  and  don’t  need  such  a  coordination  meeting.
Instead,  scrum  of  scrums  happens  “on  demand”.  For  example  we  recently  had  a  large  project  that  requiredthe  coordinated  work  of  multiple  squads  for  a  few  months.

To  make  this  work,  the  teams  had  a  daily  sync  meeting  where  they  identified  and  resolved  dependencies
between  the  squads,  and  used  a  board  with  sticky  notes  to  keep  track  of  unresolved  dependencies.

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A  common  source  of  dependency  issues  at  many  companies  is  development  vs  operations.    Most
companies  we’ve  worked  with  have  some  kind  of  a  handoff  from  dev  to  ops,  with  associated  friction  anddelays.
At  Spotify  there  is  a  separate  operations  team,  but  their  job  is  not  to  make  releases  for  the  squads  -­    theirjob  is  to  give  the  squads  the  support  they  need  to  release  code  themselves;;  support  in  the  form  ofinfrastructure,  scripts,  and  routines.  They  are,  in  a  sense,  “building  the  road  to  production”.

It’s  an  informal  but  effective  collaboration,  based  on  face-­to-­face  communication  rather  than  detailed
process  documentation.

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Chapters  and  guilds
There  is  a  downside  to  everything,  and  the  potential  downside  to  full  autonomy  is  a  loss  of  economies  ofscale.  The  tester  in  squad  A  may  be  wrestling  with  a  problem  that  the  tester  in  squad  B  solved  last  week.  Ifall  testers  could  get  together,  across  squads  and  tribes,  they  could  share  knowledge  and  create  tools  forthe  benefit  of  all  squads.
If  each  squad  was  fully  autonomous  and  had  no  communication  with  other  squads,  then  what  is  the  point  ofhaving  a  company?  Spotify  might  as  well  be  chopped  into  30  different  small  companies.
That’s  why  we  have  Chapters  and  Guilds.  This  is  the  glue  that  keeps  the  company  together,  it  gives  us
some  economies  of  scale  without  sacrificing  too  much  autonomy.
The  chapter  is  your  small  family  of  people  having  similar  skills  and  working  within  the  same  generalcompetency  area,  within  the  same  tribe.

Each  chapter  meets  regularly  to  discuss  their  area  of  expertise  and  their  specific  challenges  -­  for  example
the  testing  chapter,  the  web  developer  chapter  or  the  backend  chapter.
The  chapter  lead  is  line  manager  for  his  chapter  members,  with  all  the  traditional  responsibilities  such  asdeveloping  people,  setting  salaries,  etc.  However,  the  chapter  lead  is  also  part  of  a  squad  and  is  involved  inthe  day-­to-­day  work,  which  helps  him  stay  in  touch  with  reality.
Now,  reality  is  always  messier  than  pretty  pictures  like  the  one  above.  For  example,  chapter  members  arenot  evenly  distributed  across  the  squads;;  some  squads  have  lots  of  web  developers,  some  have  none.  Butthe  picture  should  give  you  the  general  idea.

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A  Guild  is  a  more  organic  and  wide-­reaching  “community  of  interest”,  a  group  of  people  that  want  to  shareknowledge,  tools,  code,  and  practices.  Chapters  are  always  local  to  a  Tribe,  while  a  guild  usually  cuts
across  the  whole  organization.  Some  examples  are:  the  web  technology  guild,  the  tester  guild,  the  agile
coach  guild,  etc.

A  guild  often  includes  all  the  chapters  working  in  that  area  and  their  members,  for  example  the  testing  guild
includes  all  the  testers  in  all  testing  chapters,  but  anybody  who  is  interested  can  join  any  guild.
Each  guild  has  a  “guild  coordinator”  who,  well,  does  just  that  :o)As  an  example  of  guild  work,  we  recently  had  a  “Web  Guild  Unconference”,  an  open  space  event  where  allweb  developers  at  Spotify  gathered  up  in  Stockholm  to  discuss  challenges  and  solutions  within  their  field.

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Another  example  is  the  agile  coach  guild.  The  coaches  are  spread  all  over  the  organization,  but  shareknowledge  continuously  and  meet  regularly  to  collaborate  on  the  high  level  organizational  improvement
areas,  which  we  track  on  an  improvement  board.

Wait  a  sec,  isn’t  this  just  a  matrix  org?
Yes.  Well,  sort  of.  It’s  a  different  type  of  matrix  than  what  most  of  us  are  used  to  though.
In  many  matrix  organizations  people  with  similar  skills  are  “pooled”  together  into  functional  departments,  and“assigned”  to  projects,  and  “report  to”  a  functional  manager.
Spotify  rarely  does  any  of  this.  Our  matrix  is  weighted  towards  delivery.
That  is,  people  are  grouped  into  stable  co-­located  squads,  where  people  with  different  skill  sets  collaborate
and  self-­organize  to  deliver  a  great  product.  That’s  the  vertical  dimension  in  the  matrix,  and  it  is  the  primaryone  since  that  is  how  people  are  physically  grouped  and  where  they  spend  most  of  their  time.
The  horizontal  dimension  is  for  sharing  knowledge,  tools,  and  code.  The  job  of  the  chapter  lead  is  tofacilitate  and  support  this.

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In  matrix  terms,  think  of  the  vertical  dimension  as  “what”  and  the  horizontal  dimension  as  “how”.  The  matrix
structure  ensures  that  each  squad  member  can  get  guidance  on  “what  to  build  next”  as  well  as  “how  to  build
it  well”.

This  matches  the  “professor  and  entrepreneur”  model  recommended  by  Mary  and  Tom  Poppendieck.  ThePO  is  the  “entrepreneur”  or  “product  champion”,  focusing  on  delivering  a  great  product,  while  the  chapter
lead  is  the  “professor”  or  “competency  leader”,  focusing  on  technical  excellence.
There  is  a  healthy  tension  between  these  roles,  as  the  entrepreneur  tends  to  want  to  speed  up  and  cutcorners,  while  the  professor  tends  to  want  to  slow  down  and  build  things  properly.  Both  aspects  are  needed,
that’s  why  it  is  a  “healthy”  tension.

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What  about  architecture?
Spotify  technology  is  highly  service-­oriented.  We  have  over  100  distinct  systems,  and  each  can  bemaintained  and  deployed  separately.  This  includes  backend  services  such  as  playlist  management  or
search  or  payment,  and  clients  such  as  the  iPad  player,  and  specific  components  such  as  the  radio,  or  the“what’s  new”  section  of  the  music  player.

Technically,  anyone  is  allowed  to  edit  any  system.  Since  the  squads  are  effectively  feature  teams,  theynormally  need  to  update  multiple  systems  to  get  a  new  feature  into  production.
The  risk  with  this  model  is  that  the  architecture  of  a  system  gets  messed  up  if  nobody  focuses  on  theintegrity  of  the  system  as  a  whole.
To  mitigate  this  risk,  we  have  a  role  called  “System  Owner”.  All  systems  have  a  system  owner,  or  a  pair  ofsystem  owners  (we  encourage  pairing).  For  operationally  critical  systems,  the  System  Owner  is  a  Dev-­Ops
pair  –  that  is,  one  person  with  a  developer  perspective  and  one  person  with  an  operations  perspective.
The  system  owner  is  the  “go  to”  person(s)  for  any  technical  or  architectural  issues  related  to  that  system.
He  is  a  coordinator  and  guides  people  who  code  in  that  system  to  ensure  that  they  don’t  stumble  over  eachother.  He  focuses  on  things  like  quality,  documentation,  technical  debt,  stability,  scalability,  and  releaseprocess.
The  System  Owner  is  not  a  bottleneck  or  ivory  tower  architect.  He  does  not  personally  have  to  make  alldecisions,  or  write  all  code,  or  do  all  releases.  He  is  typically  a  squad  member  or  chapter  lead  who  hasother  day-­to-­day  responsibilities  in  addition  to  the  system  ownership.  However,  from  time  to  time  he  will  takea  “system  owner  day”  and  do  housekeeping  work  on  that  system.  Normally  we  try  to  keep  this  systemownership  to  less  than  a  tenth  of  a  person’s  time,  but  it  varies  a  lot  between  systems  of  course.
We  also  have  a  chief  architect  role,  a  person  who  coordinates  work  on  high-­level  architectural  issues  thatcut  across  multiple  systems.  He  reviews  development  of  new  systems  to  make  sure  they  avoid  common
mistakes,  and  that  they  are  aligned  with  our  architectural  vision.  The  feedback  is  always  just  suggestions
and  input  -­  the  decision  for  the  final  design  of  the  system  still  lies  with  the  squad  building  it.

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How  is  this  all  working  out?
Spotify  has  grown  very  fast  -­  over  3  years  we  have  grown  from  30  to  250  people  in  tech  -­  so  we  have  ourshare  of  growth  pain!  This  scaling  model  –  with  Squads,  Tribes,  Chapters,  and  Guilds  –  is  something  thatwas  introduced  gradually  over  the  past  year,  so  people  are  still  getting  used  to  it.  But  so  far,  based  on
surveys  and  retrospectives,  the  scaling  model  seems  to  be  working  quite  well!  And  it  gives  us  something  to“grow  into”.  Despite  the  fast  growth  the  employee  satisfaction  has  continuously  increased;;  in  April  2012  itwas  4.4  out  of  5.
However,  as  with  any  growing  organization,  today’s  solutions  give  birth  to  tomorrow’s  problems.  So  staytuned,  the  story  isn’t  over  :o)/Henrik  &  Anders
henrik.kniberg@spotify.com    www.crisp.se/henrik.kniberg
anders.ivarsson@spotify.com

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