Dotin - 25-person team, 100+ tech teams org-wide
Enterprise AI Adoption Operating Foundation
A bounded enterprise transformation case study on team structure, independent CI/CD, workshops, and delivery practices that support reliable technology adoption.
Problem, role, and approach
- Problem
- A struggling 25-person development team missed sprint goals, and the wider organization had near-zero retrospective participation.
- Role
- Agile Coach, Scrum Master, and Product Owner leading a SAFe transformation across 100+ teams.
- Approach
- Restructured the core team into four focused product teams with independent CI/CD pipelines, then ran 150+ hours of targeted workshops across the organization.
Decisions
- Restructured one 25-person team into four focused product teams.
- Established independent CI/CD pipelines for the product teams.
- Used targeted workshops to expand the operating practices across the organization.
Architecture
- Four focused product teams with independent delivery pipelines.
- An organization-wide workshop program spanning 100+ technology teams.
Evaluation
- Tracked sprint goal completion, stakeholder satisfaction, and retrospective participation.
Failure modes
- The original team structure missed sprint goals.
- Retrospective participation was 3% before the transformation.
Tradeoffs
- Splitting the team increased structural boundaries while creating clearer product focus and independent delivery.
Evidence
- Sprint goal completion raised to 86%.
- Stakeholder satisfaction increased by 65%.
- Retrospective participation rose from 3% to 96.5% in six months.
Employer value
Evidence of the organizational design and delivery leadership needed before an enterprise can adopt complex technology, including AI, reliably.