Line three
A way of working is not a certificate.
Ways of working and the effectiveness of engineering organisations. The question underneath is how much of what your teams build reaches a user, and where the rest of it stops.
The services
Six things, and watching comes before the other five.
| The service | What you receive | The shape |
|---|---|---|
| A maturity read of two or three teamsTHE ENTRANCE | We watch how the teams actually work rather than what the handbook says, and you get it in writing, with the three things to change first. | Fixed price, fixed length |
| Product operating model and team topology | Which team answers for what, who decides what, and where authority ends, so the roles hold up outside the chart. | Fixed scope |
| A per-team approach, coached in place | The approach is chosen to fit that team’s own work, and we stay beside them until it is second nature. | Sprints or a monthly retainer |
| Engineering effectiveness, measured | The DORA measures, the SPACE dimensions and the DX Core 4, read from your systems and, where the framework needs it, from the engineers. | Fixed scope, then a monthly retainer |
| Delivery governance, goals and the portfolio | How work arrives, how it is ordered and how it is stopped, with goals the people doing the work can actually read. | Fixed scope |
| Ways of working with AI tooling | How a team uses these tools without losing control or quality. The practice is young, and the evidence we bring is our own. | Sprints |
The position
Nobody receives somebody else’s manual.
The market changed its vocabulary and kept its habit. An organisation buys a method, trains people in it, and then measures the training instead of the delivery. This studio sells the opposite.
- The approach is chosen for the team, not for the company. One team keeps a legacy system alive while another is still working out what it should be building. The same manual harms them both.
- Ceremony is easy to count, which is exactly why we do not count it. The numbers come out of your systems: the code, the tickets, the incidents. A survey about the method is not a measurement of the work.
- The result is a team with no further need of us. So the coaching happens in place and then we leave, rather than settling in as a standing cost.
This page carries no percentage out of anybody’s report. The numbers you will see are your own, measured before we touch anything.
The order
How we come into a team.
The studio’s method is one and it lives on the consulting page. Only the order for this line is spelled out here. Its neighbours are technology strategy above it and the people who build afterwards below. To one side sits the academy, which teaches the people themselves, while this line works on the week they come back to.
The questions
The three questions that always come.
- Will you make us agile? We will not make you anything. We will order the responsibilities, choose an approach per team, and measure whether delivery improved. If it did not, you will hear that.
- Which framework do you use? The one that fits the team. The studio has no favourite manual and no partnership with a certifying body, so there is nothing to sell you on top.
- How long does somebody stay with us? Long enough that they are no longer needed. The work opens with a fixed-price read, and only then is the rest agreed.
The beginning
Start with two teams.
Name the teams and say where the work grinds. A person answers, not a framework.