Independent Service Heuristics(ISH) are a set of simple questions that help have discussions and design discussions for creating modular, autonomous, and efficient teams within an organization. As Matthew Skelton and Manuel Pais, the authors of Team Topologies, explain, these heuristics guide the structuring of services to optimize team performance and service maintainability.

This article explores the synergy between the Kanban method and Team Topologies to enhance work processes in knowledge work organizations. By making policies explicit, both methodologies facilitate clearer team interactions and improved workflow management. Discover how integrating these approaches can lead to evolutionary change and greater business agility.

We are happy to announce Luke McManus as the APAC Region Lead for Team Topologies, In this new role, Luke will be acting as a brand ambassador for the company. He will play the role of catalyst in the growing community of advocates, practitioners and transformation leaders. Luke will also act as the face of Team Topologies for solution, advanced and training partners, coordinating events and joint delivery of engagements.

Flow is essential for an effective and high-performing organization. Matthew Skelton and Manuel Pais, authors of Team Topologies, emphasize that understanding and managing flow blockers can significantly enhance team effectiveness and productivity. Let's explore common blockers to flow and resources to help mitigate these challenges. Learn why it is important to address them , how to tackle them and what strategies are available for you and your team.

Cognitive load is a central tenet of Team Topologies principles and practices.that Matthew Skelton and Manuel Pais developed. As Martin Fowler explains, "Much of Team Topologies is based on the notion of Cognitive Load." While in previous issues of the newsletter we have focused on the relationship between cognitive load and platform groupings, we haven’t looked deeper into these concepts and how they are crucial to enable a fast flow of change in the organization.

This short case study describes a personal journey undertaken as a Team Topologies Advocate at a global financial services organization.

Key takeaways:

• Most organizations never get the desired results from a reorganization

• The 3-day offsite “reorg” is almost guaranteed to be a costly failure

• A better approach is adaptive, continuous adjustment

• Use open techniques from Team Topologies to shift and adapt the organization