Chapter 4. Superstructure
This chapter takes a macro-level view of the structure of organizations. It examines the pros and cons of centralized and decentralized structures through the lens of responsiveness and autonomy. It also introduces the notion of a silo and explains how it obstructs effective engagement between and inside business and IT. The next chapter builds on the foundations laid here.
4.1 Business Activities and Outcomes
This book lays a lot of emphasis on having teams responsible for business outcomes (outcome-oriented teams) as opposed to being responsible for activities (activity-oriented teams). To understand why, let’s first review what qualifies as business outcome. Selling a product and generating revenue is an example ...
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