Taking self-organisation the next mile with LeSS and a Liberating Structure

Organisations typically add many roles to compensate for all kinds of problems.
If we’ve had problems with products crashing in production, we add a CAB (Change Advisory Board) to check that new products that are deployed to production will not create problems. Or if teams don’t attend to a good architecture, we appoint architects above the teams to take care.
The LeSS scaling method strongly advises against this. Each ‘compensating role’ will lead to teams that take less care of this topic. The LeSS course taught me to go back to a pure form of Scrum, making organisations more agile.
In this session we will explore this topic and see how lean an organisation could become.
The first speaker is André Heijstek. He leads the company Valueminds that seconds scrum masters, agile coaches and product owners to several companies.
André has a background in CMMI where he has been responsible to add many roles to organisations and he strongly regrets the bureaucracy he has created in that part of his life.
10 years ago he changed his mind, slowly but surely adopted an agile mindset, worked as scrum master and agile coach for several organisations.