![]() One of the core guiding principles at Spotify is autonomy. And we have a relatively high tolerance for inefficiency in the name of making sure that we are doing the right thing. ![]() So our approach is what futurist Warren Benes calls an ad-hocracy, which is an organization that is intentionally designed for flexibility and adaptation, and is maybe less concerned about extracting every last dollar of every activity that you engage in, and what this means is that we have, as I talked about, a relatively high tolerance for failure. Our constraints are different, the boundaries of our work are different, the fact that in an early stage startup you just kind of know everybody and everybody does everything, that’s not really feasible in an organization the size that Spotify has gotten to be- about fifteen hundred people now, seven hundred in tech product and design. The problems that a company like Spotify faces on a day-to-day basis trying to serve twenty million daily active users are just widely different from the problems that a startup trying to find its market faces. In the 2015 InfoQ interview learning fast at Spotify, Simon Marcus explains how Spotify tries to grow up and mature without losing their founding spirit and culture: There is no one way in which software is developed at Spotify Spotify encourages their employees to learn and adapt their way of working continuously. Spotify has been growing and the way that software is developed keeps on changing. We have been growing for three years, and the way we work today has evolved naturally over time. It wasn’t a big re-make, more like a continuous stream of small iterative improvements to our organization and process. Their 2012 paper provided a snapshot of the way of working at that time at Spotify, as Kniberg explained in the InfoQ interview scaling agile at spotify: The way that Spotify develops software was first described by Henrik Kniberg and Anders Ivarsson in Scaling Agile Spotify with Tribes, Squads, Chapters & Guilds. ![]() There is no one way in which software is developed at Spotify. It changes all the time as people at Spotify learn and discover new things. The Spotify model can help you to understand how things are done at Spotify, but you shouldn’t copy it in your own organization.
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