The article critiques the tendency of companies to adopt organizational frameworks from successful tech giants like Spotify, emphasizing the risks of such blind imitation. While the Spotify model, which includes squads, tribes, chapters, and guilds, was hailed for fostering agility, its implementation often creates unnecessary structure and confusion, as seen in both the author's experience and ING's adoption. Ultimately, the article warns against the allure of copying successful companies without assessing whether those models suit one's own organizational context.
When we hit a wall (missed deadlines, user churn, team friction) our first instinct is to look up, not around. "Let's just do what the big guys do."
Blindly copying practices from tech giants can do more harm than good. What works for a company like Spotify, with its unique culture and scale, might not work for you.
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