What all of those “unicorns” have in common are flat organizations with small teams that are responsible for a product or feature, including receiving feedback from their customers and guiding the future of the product. ING decided to transform its business to be more agile.
“They chose to adopt an organizational structure in which small teams – ING calls them squads – accept end-to-end responsibility for a consumer-focused mission. Squads are expected to make their own decisions based on a shared purpose, the insight of their members, and rapid feedback from their work. Squads are grouped into tribes of perhaps 150 people that share a value stream (e.g. mortgages), and within each tribe, chapter leads provide functional leadership. Along with the new organizational structure, ING’s leadership team worked to create a culture that values technical excellence, experimentation, and customer-centricity.”
Original source: The End of Enterprise IT, ING org. structure