Good read, thanks for sharing! Thought this was interesting considering how much negativity I’ve heard about SAFe: “More than 200 people in your product—engineering—design organization? The https://www.scaledagileframework.com/ worked well for https://www.scaledagileframework.com/fitbit-case-study/ when I worked there.” Also, looks like @matthew and @me1208 got a shout-out at the end, too.

200 people is not particularly large - just a bit bigger than the 150 Dunbar boundary - so some scaling challenges may not have emerged at the Fitbit size. SAFe does force some thinking about discipline and cross-team dependencies, so there is value there if the starting point was more ad-hoc. For me, the most important point about the article was that Spotify still learned from their experiences and adapted - that is ultimately the real Spotify Model, and also I think why the author mentioned Team Topologies. 👍