Attempting to change an organization’s culture is a folly, it always fails. People’s behavior (the culture) is a product of the system; when you change the system peoples’ behavior changes.

and each team cares about this because they are a feature team responsible for the whole,

(RULE: The Product Owner shouldn’t work alone on Product Backlog refinement; she is supported by the multiple Teams working directly with customers/users and other stakeholders.)

When following the team-based structure, the question will no longer be “Which individuals do we need?” but will become “Which teams do we need?”

A better and stronger Definition of Done results in more organizational change (eliminating groups, roles, positions, ...) than a poorer and weaker one.

No more planning hell and enormous dependency matrices. You need a new feature? Find a suitable team.4 The team won’t have exactly the skills required, so they get to practice their meta-skill of learning.

The job of managers is to build an environment in which teams continuously deliver and continuously improve.

Self-managed teams are not just tiny curiosities. They can manage vast international operations of great technical complexity. The practices are not only scalable, unlike bureaucracy, they are scalable without sclerosis.

Culture follows structure is actually the fourth of “Larman’s Laws of Organizational Behavior.”