Large companies have departments that deal with organization design. These departments work on organizational charts, processes, and necessary standards and keep them up-to-date with respect to the type of business.
The Agile community has, over time, produced many examples of organizational design to support, if not replace, organization departments, from the famous/famous Spotify model to the more recent practices on Reteaming or Unfix.
All of these practices offer a simplification to organizational design that makes them only applicable in laboratory settings.
One of the aspects that are not taken into account is the HR organization. Referring to Pink or the elements that create motivation is unfortunately not enough. Another greatly underestimated aspect is time; changing teams often is certainly possible, perhaps not on a weekly basis, at the price of reviewing all training and team consolidation practices.
This talk assumes that Agile organizational design practices suffer from a local view of the organization.
I want to demonstrate this assumption by telling what organizational design is, how it is carried out in the traditional and agile sense, why it is contrary to agile logic, and what visible effects it produces in some real examples from our client companies.