Regarding the four team structures , I have two questions 1. Is the stream aligned team expected to take a system even from the analysis or envisioning part of a project through to the end? 2. How does the reality of employee retention play into this? Is it expected that members of the enabling team may move into a stream aligned team? If so, isn’t the purpose of the stream aligned team to be as permanent as possible? What paths do you recommend for employee transitioning?

Hi this might be another AMA question to me: Do you plan/is there a Checklist/Onepager that show steps to get a team/organizational transformation rolling? I was thinking on sth like a short cookbook based on Teamtopologies incl. the major pain points, messages from conways law, team patterns, hurdles, KPIs etc. I think this would be a great start to get it pitched to C-Levels or even teams that are stuck in their own ways.

Hi this might be another AMA question to me: Do you plan/is there a Checklist/Onepager that show steps to get a team/organizational transformation rolling? I was thinking on sth like a short cookbook based on Teamtopologies incl. the major pain points, messages from conways law, team patterns, hurdles, KPIs etc. I think this would be a great start to get it pitched to C-Levels or even teams that are stuck in their own ways.

There are initiatives to have "BI" or "Reporting" groups that handle multiple requests from different teams but they also need to be aware of multiple efforts. This seems very much like an anti-pattern but the attraction is that it allows newer technologies to be used across the organization. What are the real risks and how can they be avoided?

How do you see this working with Enterprise architects and is that capability in conflict with the approach in the book?

Chapter 8 discusses how unnecessary collaboration is expensive. What are some examples of unnecessary collaboration that yal have seen and what are some actions that might have been taken to discourage said collaboration?