5.1 Framing the Problem5.2 Activity-oriented Teams5.2.1 Hamstrung by High-Latency Handoffs5.2.2 The Traditional Lure of Functional Organization5.2.3 When Is It OK to Have Activity-oriented Teams?5.2.4 Independent Testing, Verification, and Validation5.3 Shared Services5.3.1 Shared Services Lose Purpose5.3.2 Reducing Friction in Shared Service Interfaces5.4 Cross-functional Teams5.4.1 DevOps = Cross-functional Dev + IT Ops Team5.4.2 Organizing for Responsiveness5.4.3 Utilization5.4.4 T-shaped People5.4.5 Team Size5.5 Cross-functionality in Other Domains5.5.1 Hospital Pod Teams5.5.2 A Cross-functional Museum Layout5.5.3 Taskonomy5.6 Migrating to Cross-functional Teams5.6.1 Separation of Duties5.7 Communities of Practice5.8 Maintenance Teams5.9 Outsourcing5.10 The Matrix: Solve It or Dissolve It5.10.1 Matrix of Shared Services5.10.2 Matrix with Dedicated Capacity and Fungible People5.10.3 Matrix with Dedicated Capacity and People5.10.4 Monolithic Cross-functional Product Team5.10.5 Cross-functional Setup with Activity-oriented Subteams5.10.6 Cross-functional Setup with Outcome-oriented Subteams5.11 Summary of Insights5.12 Summary of Actions