When It Is Visualization and Not Reorganization – Verticals feeding horizontals

In my earlier post I discussed the relationship between visualization and reorganization & discussed how orgs should not limit themselves to visualization but should reorganize after visualization as appropriate. But in some situations reorganizatio

In my earlier post I discussed the relationship between visualization and reorganization & discussed how orgs should not limit themselves to visualization but should reorganize after visualization as appropriate. But in some situations reorganization is often not a real possibility.

Consider when vertical applications drive horizontal support systems & at scale. In a financial company one might have verticals for – banking, credit cards, signature programs, loans. These feed horizontals such as – payment processing, transactions across accounts, client account setup and maintenance …

In a situation like this, splitting up the horizontals into trains to work with the verticals won’t necessarily work well – either when you run them as separate trains or as part of the vertical train. Running the horizontals as separate programs doesn’t solve the problem either as they are each pulled in multiple directions.

In these cases, it is often best to create visibility on the work to be done by using Minimum Business Increments as the guide for what to work on across the organization.

n is often not a real possibility. Consider when vertical applications drive horizontal support systems & at scale. In a financial company one might have verticals for – banking, credit cards, signature programs, loans. These feed horizontals such as – payment processing, transactions across accounts, client account setup and maintenance … In a situation like this, splitting up the horizontals into trains to work with the verticals won’t necessarily work well – either when you run them as separate trains or as part of the vertical train. Running the horizontals as separate programs doesn’t solve the problem either as they are each pulled in multiple directions. In these cases, it is often best to create visibility on the work to be done by using Minimum Business Increments as the guide for what to work on across the organization.


This blog is an excerpt from my upcoming book –Achieving Business Agility at All Scales

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