This is an excerpt from a chapter of my new book Achieving Business Agility at Small to Medium Scale.
An advantage of using Lean-Thinking behind both Scrum and Kanban is that both tend to ignore one or the other in their own manner. Scrum prescribes reorganization into cross-functional teams while LKU Kanban says reorganization is “orthogonal to Kanban” most likely because LKU Kanban is based more on theory of constraints which does not focus on reorganization.
Lean-thinking suggests using cross-functional teams in product development. But you should only do this you can see what is happening. This delay may be measured in hours or months.
You don’t need to reorganize when you use Kanban, but that doesn’t mean you shouldn’t when it’s appropriate. Don Reinertsen tells us “flow when you can, pull when you must.” Reorganization to achieve flow instead of needing kanbans is a tenet of Lean.
Lean suggests the use of ‘workcell’s (teams in product development). This enhances flow while enabling more innovation. Reorganization when guided by visualization & the theory of flow can be a very effective tool. It should not be ignored.