Discover how combining unFIX and LeSS can help your organization scale agility with structural clarity and collaborative product delivery.

An article by Robert Briese.

1. Introduction

Organizational agility is no longer a luxury but a necessity in today’s fast-moving business landscape. As you already know from working with unFIX, a flexible organizational design can help teams adapt swiftly to change, spark innovation, and deliver value to customers more effectively. Yet, when it comes to scaling product development across multiple teams, many organizations struggle to align structure with execution in a clear, cohesive manner.

This is where LeSS (Large-Scale Scrum) comes into play. While unFIX offers a versatile pattern library for shaping and reshaping organizational designs, LeSS focuses on multi-team product development through minimal rules, clear principles, and empirically driven experiments rooted in Scrum. By introducing the LeSS rules and using the unFIX-designed structure, you can not only visualize and adapt your current organizational setup but also ensure that the day-to-day product-development processes are straightforward, aligned, and optimized for true organizational adaptability.

In this article, we’ll explore four essential insights that illuminate how unFIX and LeSS complement each other:

Shared Goal – Both aim to foster agility in organizations.
Differentiation – unFIX provides the pattern library for modeling and redesigning organizational structures, whereas LeSS represents an organizational system for product development with a set of fixed rules, core principles and various guides and experiments aimed at maximizing an organization’s adaptiveness.
Versatile Toolbox vs. Framework – While unFIX is a flexible toolbox for various optimization goals, LeSS is a more prescriptive set of rules and guides for an organizational design focused on maximizing value delivered to customers and end-users.
Processes – unFIX intentionally avoids prescribing processes, whereas LeSS adapts the simplicity of the Scrum rules for product development in a multi-team environment, emphasizing empirical process control.

I will show how combining unFIX and LeSS delivers powerful results, with unFIX giving you a clear picture of how your organization is structured and how it might evolve, and with LeSS, providing proven, lightweight governance for product development across multiple teams. The goal is to equip you with practical steps for introducing LeSS principles into an unFIX-modeled organization—helping you maximize both adaptability and value delivery in a large-scale setting.

2. Introducing LeSS (for the unFIX Community)

For those experienced with unFIX, the idea of designing flexible, value-focused structures is second nature. However, once multiple teams and complex product initiatives enter the picture, the question becomes: How can we coordinate and align these teams without bogging them down in bureaucracy or losing agility? This is precisely the challenge that LeSS (Large-Scale Scrum) addresses.

Origins and Core Principles

LeSS, developed by Bas Vodde and Craig Larman in 2005, grew out of the need to scale Scrum without compromising its core values and simplicity. They documented over 600 agile experiments in their first two scaling books, and spent a few years distilling their continued experience down to a minimal barely sufficient core: the LeSS rules and a few principles. Here are a few of the 10 LeSS principles that should guide experimentation and adoption:

Lean Thinking: Focuses on minimizing waste and amplifying learning in all areas of product development.
Systems Thinking: Helps teams recognize interdependencies and unintended consequences, reinforcing holistic improvement instead of local optimizations.
Empirical Process Control: Retains Scrum’s reliance on short iterations, clear feedback loops, and continuous inspection and adaptation.
More with LeSS: Recognizing that innumerable roles, complex processes, and over-abundant artifacts lead to inflexible and slow organizations and looking for ways to simplify the organization.

In the following picture you can see all 10 LeSS principles:

Minimal Rules, Big Impact

Unlike traditional scaling frameworks that can feel top-heavy, LeSS emphasizes a “bare minimum” approach, which is in line with the More with LeSS principle. Its ruleset is intentionally small, guided by principles that empower teams rather than dictate every detail. Key elements include:

One Product Backlog shared across all teams, providing a single source of prioritized work.
One Product Owner providing vision and being responsible for maximizing product and customer value through prioritization of the one Product Backlog.
One shared Sprint and one integrated, shippable Product Increment that is delivered every Sprint enabling iterative and incremental development.
Joint Sprint Planning and Retrospectives to drive collaboration and reflection across all teams involved in the product increment.
Common Sprint Review with customers and stakeholders, reinforcing transparency and shared understanding of progress.

Here the complete LeSS Framework:

By centering on value delivery and whole product focus, LeSS encourages teams to swarm around high-priority items, ensuring that coordination is driven by real customer needs rather than arbitrary organizational silos.

Relevance for unFIX Users

Those familiar with unFIX already understand the importance of designing organizations that are adaptable, visually transparent, and aligned with the flow of work. LeSS offers a complementary layer focused on managing multi-team product development within a set of minimal rules and a few principles that guide further experimentation. Where unFIX helps you map out the current roles, and structure, LeSS provides guardrails for how those teams working on one big product plan, execute, and continuously improve together.

For example, if unFIX reveals a cluster of related teams working on a single product as a Fully Integrated Base, by introducing LeSS rules like “one Product Backlog for all teams” and “synchronized Sprints”, you would ensure that each team’s efforts contribute effectively to a shared goal. By creating visibility on the current organizational structure with the structural freedom from unFIX and introducing process consistency from LeSS you unlock higher levels of organizational agility without sacrificing clarity or coordination.

Overall, LeSS aligns well with unFIX’s ethos: Simple but powerful building blocks that encourage constant adaptation. In the chapters that follow, we’ll dive deeper into key insights comparing unFIX and LeSS, then explore a practical roadmap for combining them to create a truly adaptable, value-driven organization.

3. Key Insights Comparing unFIX and LeSS

At first glance, unFIX and LeSS appear to serve similar ends—enabling agile organizations to deliver higher customer value, faster. But each approach brings unique perspectives and tools to the table. Below are four key insights that clarify where unFIX and LeSS align and how they complement each other.

A Shared Goal of Organizational Agility

Both unFIX and LeSS aim to help organizations become more responsive and adaptable.

unFIX does this by offering pattern-based design options that make the organizational structure itself more flexible, more team-centric, and better able to shift with changing priorities.
LeSS pursues agility primarily through leaner, customer-focused product development at scale, ensuring multiple teams can work cohesively on a shared backlog and deliver iterative increments of value.

Why It Matters: Understanding that unFIX and LeSS both strive for organizational agility—and simply approaching this from different angles—sets the stage for combining them. You can use unFIX to model your current “big picture” structures and roles, then adopt the LeSS principles and rules to create an organizational design that is optimized for an adaptable organization that can deliver high customer value with low switching costs.

Differentiation: Structure Modeling vs. Product Development System

unFIX: Acts as a pattern library for visualizing and redesigning organizational structures. It helps you map how teams, roles, and workflows interconnect—revealing where bottlenecks or inefficiencies might lie.
LeSS: Functions as an organizational system for product development grounded in Scrum. Its minimal rules, simpler structures, and whole product focus empower multiple teams to apply empirical process control and continuous improvement in product development.

Why It Matters: unFIX allows you to see and adjust the structural “blueprint” of your company, while LeSS streamlines how teams collectively develop and deliver product value. Organizations often need both a clear structure and a clear process for product development when multiple teams are involved.

Versatile Toolbox vs. Prescriptive Framework

unFIX is a versatile toolbox—it doesn’t prescribe a specific “end state” or process. Instead, it provides building blocks and patterns that you can mix, match, and adapt to your unique context. It’s especially useful for organizations that want the freedom to experiment with different configurations.
LeSS is more prescriptive about how teams work together, especially regarding roles (e.g., one Product Owner) and ceremonies (e.g., joint Sprint Reviews). It provides a roadmap for large-scale product delivery without overly complicating the process.

Why It Matters: Many organizations appreciate unFIX’s open-ended nature for exploring multiple structural possibilities. However, once the need arises to coordinate several teams working on the same product, LeSS’s minimal rule set can keep everyone aligned. This balance between creativity (unFIX) and clarity (LeSS) is what makes combining them so effective.

Processes: unFIXed vs. Empirical Scrum-Based

unFIX does not define any particular process for getting work done. It deliberately leaves that up to the organization, letting teams design workflows or adopt agile methods as they see fit.
LeSS, on the other hand, extends Scrum to a multi-team environment. Its rules include a shared product Sprint, shared multi-team events (like Sprint Planning, Sprint Review, and an Overall Retrospective), and continuous feedback loops, all of which enforce empirical process control.

Why It Matters: Organizations that have used unFIX to reconfigure themselves around value streams or product lines may already see where multiple teams overlap. By adopting LeSS, they can ensure whole product focus, while creating strongly aligned but independent teams that maximize the value delivered to customers and end-users.

Here a summary of the 4 key insights above:

Table 1: Key Insights Comparing unFIX and LeSS

Bringing the Insights Together

When viewed collectively, these insights reveal unFIX’s and LeSS’s complementary strengths:

Both aim for agility but approach it from different angles. unFIX with its pattern library has a strong focus on structures while LeSS encourages a very simplified structure (that is usually far removed from the current reality) and has a strong focus on principles while it also comes with a set of and (process) rules.
unFIX’s visual modeling and dynamic adaptability can highlight where the LeSS ruleset will have the most impact.
LeSS provides a proven, minimal approach to coordinating multiple teams, which can solve the common scaling challenges that often arise after an organization has redesigned itself using unFIX patterns.

In the next chapter, we’ll examine how these insights translate into practical synergy—giving you a concrete look at how unFIX and LeSS can be layered together to deliver robust, adaptive, and customer-centric outcomes at scale.

4. Practical Synergy: unFIX + LeSS

Now that we’ve outlined the core similarities and differences between unFIX and LeSS, it’s time to see how they can work together in practice. At its heart, unFIX shines at revealing and reshaping organizational structures, while LeSS adds a streamlined way for multiple teams to build products collaboratively. When combined, they enable organizations to continually evolve both their design and their delivery processes, balancing flexibility with a clear operational rhythm.

Why Combine unFIX and LeSS?

Holistic Transformation: unFIX primarily addresses how an organization is architected—roles, team boundaries, value streams—while LeSS establishes how multiple teams plan, execute, and learn together. Using both ensures that structural changes actually support the day-to-day flow of work.
Customer-Centric Delivery: unFIX helps you visualize end-to-end value delivery, but without a standardized way for teams to coordinate, product development can still become fragmented. LeSS keeps teams laser-focused on a single Product Backlog and shared increments of value, aligning effort with customer needs.

Step-by-Step Approach

Below is a straightforward way to integrate LeSS practices within an unFIX-modeled organization:

1. Model Your Current State Using unFIX

Begin by mapping out how teams, roles, and value streams are organized. Pinpoint areas where multiple teams are already collaborating or overlapping on the same product or product line.
This step clarifies your organization’s “big picture” and helps you identify the multiple products that are ideal for your first improvement step.

Here an example:

Figure 4: Example of a Fully Integrated Base working on one product

2. Identify Opportunities for a LeSS Adoption

Once you see how work flows, note which parts of the organization could benefit from a unified approach to product development.
Look for clusters of teams working on one related product with shared dependencies, as these are natural candidates for LeSS. Prefer broader product definitions because it increases the overview of the whole product, improves the dependencies management of teams and allows for de-scaling your organization.

3. Adopt LeSS Fundamentals

Your definition of the one Product (in step 2.) will define the scope of your LeSS adoption.
Establish a shared Definition of Done (DoD) for all teams in the LeSS adoption. The stronger the Definition of Done, the better!
One Product Backlog: Create a single, prioritized list of customer-centric items via an Initial Product Backlog Refinement worksop.
One Product Owner: Assign clear accountability for maximizing product value, so teams don’t chase different goals.
Synchronized Sprints: Align teams on the same sprint timeline, establishing a joint Sprint Planning, a shared Product Backlog Refinement and Sprint Review, Team Retrospectives and a shared Overall Retrospective.
Empirical Control: Use each Sprint to inspect and adapt, refining the product, the Definition of Done, and the organizational design over time.

4. Have Appropriately Structured Teams

Your unFIX model will reveal where teams or roles might need to shift. For the new simplified LeSS structure people might need to move from their functional groups to new cross-functional teams.
Using unFIX’s visual and pattern-based approach, each iteration of your organizational design can be quickly captured and communicated to stakeholders. In addition you can use the Feature Team Adoption Approach (FTAM) from LeSS to visualize a non-linear and never ending adoption roadmap.

5. Inspect and Continuously Improve Towards Perfection

The Overall Retrospective in LeSS encourages regular whole-product retrospectives not only on the product work but also on structural aspects.
Use Systems Modeling techniques to spot hidden dependencies, local optimizations, or unintentional performance constraints. This can guide your next round of unFIX-based redesign or prompt further adaptations of LeSS rules.

Here an example of the same Fully Integrated Base now adopting LeSS:

Figure 5: Example of a Fully Integrated Base applying LeSS

Balancing Freedom with Structure

One of the biggest challenges in large-scale agility is maintaining enough freedom for teams to adapt while providing enough structure to keep them aligned. unFIX’s open-ended design tools can sometimes lead to a wide variety of team structures—even within a single product group. LeSS, by contrast, standardizes certain crucial elements of how teams operate (e.g., Sprint cadence, a single Product Backlog), preventing fragmentation or confusion across teams.

When you implement LeSS on top of an unFIX-based design, you gain:

Clarity in Delivery: Teams know exactly how they’re expected to collaborate, what they’re building, and how success will be measured.
Structural Agility: Your organization remains free to reorganize or evolve in response to new insights, without losing a proven rhythm for product development.

Conclusion

By combining unFIX’s structural insights with LeSS’s streamlined multi-team coordination, organizations can ensure that both the “blueprint” of their design and the daily practices of product development continuously reinforce true business agility. In the next chapter, we’ll look at additional tools and techniques—like Systems Modeling and coaching guidelines—that further enhance this synergy, helping you create an adaptive, high-performing environment where teams deliver consistent, meaningful value.

5. Supporting Tools and Techniques

Bringing unFIX and LeSS together can transform how your organization structures itself and delivers customer value. Yet, as with any change effort, the success hinges on understanding the bigger system, coaching teams effectively, and avoiding common pitfalls. Below are several tools and techniques that can amplify the benefits of combining these two approaches.

Systems Thinking and Modeling

Why It Matters

At the heart of LeSS is Systems Thinking. This principle underscores the importance of “optimizing the whole” rather than allowing teams or departments to pursue local optimizations in isolation. Organizational challenges rarely stem from individual roles or processes alone—they arise from complex interdependencies and feedback loops that span multiple teams, products, or functions. Making a change in one area can trigger unintended consequences in another.

How It Fits With unFIX and LeSS

Uncover Structural Patterns with unFIX: unFIX visually represents your organization, highlighting how roles, teams, and workflows interact. This mapping naturally reveals potential dependencies or bottlenecks that could impact value delivery.
Maintain Empirical Control with LeSS: LeSS emphasizes simplicity and an empirical approach to large-scale product development, but relies heavily on Systems Thinking to ensure changes don’t inadvertently create more complexity.
Strengthen Insights through System Modeling: By modeling cause-and-effect relationships—commonly via Causal Loop Diagrams or other visual tools—you can see how an incentive structure could undermine cross-functional collaboration or a local optimization could lead to a sub-optimization of the overall system goal.

Practical Tips for System Modeling

Optimize the Whole
Keep a holistic lens when introducing new structures or Scrum practices. Focus on addressing root causes, not just symptoms, and avoid quick fixes that only solve problems locally.
Keep the System Optimization Goal in Focus
In LeSS (and unFIX), the overarching objective is to optimize for global adaptiveness—the ability of teams to quickly change direction and consistently focus on delivering the highest-value work. Whenever you’re discussing system models on organizational change, continually ask: “Does this help our teams respond more effectively to shifting priorities and market conditions?” By keeping the system optimization goal variable (and thus the fixed goal) at the center of every decision, you minimize the risk of local optimizations that hinder the broader system’s ability to pivot and innovate.
Facilitate Collaborative Sessions
Involve a range of roles (Developers, Product Owners, Managers, and so on) in building or refining system models. Their diverse viewpoints help paint a more accurate picture of how work actually flows—and where it gets stuck. LeSS suggests to use the Overall Retrospectives for system modelling sessions.
Iterate and Adapt: Use your findings to inform both your unFIX modelling (e.g change in your org. structure) and LeSS adoption changes (e.g., adopting LeSS rules, guides or experiments). Then reassess your model to see if new loops have emerged or if previous bottlenecks have been resolved.

Systems Thinking as a LeSS Principle
Within LeSS, Systems Thinking is more than a technique—it’s a core principle that shapes your entire organizational design. Instead of introducing additional layers of management or process complexity, LeSS encourages you to continually zoom out and look at the organization as a whole. By combining this principle with unFIX’s ability to visualize and redesign structures, you gain a powerful one-two punch for tackling the deeper, systemic organizational issues that hinder true agility.

Agile Coaching in LeSS and unFIX

Effective coaching is a cornerstone of any successful LeSS adoption, and it remains equally vital when integrating LeSS with unFIX. While unFIX helps visualizing and reconfiguring organizational structures, the people working within those structures ultimately drive real change. LeSS highlights the importance of focusing on human interactions, learning, and collaboration over simply prescribing new processes or organizational blueprints.

Coaching People, Not Just Structures
Coaches in a LeSS environment recognize that structures (such as those visualized with unFIX) only go so far. The real impact comes from shaping how teams and leaders think, act, and solve problems together. The coach’s role is to enable continuous learning, spark deeper insights, and promote genuine ownership of improvements.

Emphasis on Discovery Over Telling
According to LeSS principles, coaches do not simply hand out ready-made solutions. Instead, they challenge teams to explore and experiment, especially in areas like backlog refinement or multi-team coordination. This approach empowers individuals to identify system-level constraints and work collectively to remove them.

Spending Time Where the Work Happens
LeSS coaching emphasizes being present among teams—on the gemba—to observe real interactions and feedback loops. When combined with unFIX’s structural maps, coaches can see how daily operations align (or clash) with intended designs and help teams address issues in real time.

Coaching the Whole System
According to the Systems Thinking principle, coaching in LeSS spans the entire organizational system rather than focusing narrowly on a single team or department. Coaches facilitate collaboration across boundaries, ensuring that localized improvements do not create new problems elsewhere. By leveraging unFIX visuals, coaches can highlight these cross-team relationships and reinforce a holistic mindset.

Key Coaching Focus Areas

Align on Purpose
LeSS’s system optimization goal is clear: maximizing adaptiveness and delivering the highest-value work. As a coach, continually tie each change—structural or procedural—back to this global aim, ensuring local actions serve the broader organizational vision.
Encourage Experiments
Both unFIX and LeSS benefit from a culture of experimentation. Coaches guide teams to test small changes—for instance, coordinate working agreements between teams or introduce a new shared Open Space event—and use empirical feedback to refine or amplify successful practices.
Nudge, Don’t Command
Reflecting LeSS’s emphasis on discovery, coaches introduce ideas as invitations rather than directives. They might ask: “How might this idea fit into our current structure?” while pointing to an unFIX diagram or a system model, letting teams own the path forward.
Foster a Learning Organization
Encourage teams to embrace retrospection and continuous improvement. Involve multiple roles (from developers to product owners and managers) to ensure different perspectives are heard. Use your unFIX visuals in the LeSS Overall Retrospectives to iterate on both structure and process in tandem.
Bridge Gaps Between Leadership and Teams
When combining unFIX with LeSS, leadership support is crucial. Coaches help leaders grasp how the structural changes modeled with unFIX and inspired by the LeSS principles, rules and guides reinforce the system optimization goal of maximizing adaptiveness and delivering the highest-value work. A unity of vision maintains consistent messaging and removes obstacles—cultural or bureaucratic—that might slow down adoption.

Coaching for Long-Term Agility
Ultimately, coaching in a LeSS environment aims to build an organization that can sustain agility independently. By guiding teams to discover their own solutions, staying close to where the work happens, and applying Systems Thinking at every level, coaches help ensure that structural changes modeled with unFIX become living, evolving realities. The outcome is a more adaptive, customer-focused organization—one that can continuously navigate change without losing sight of its global optimization goal.

Overcoming Common Pitfalls

Implementing LeSS in conjunction with unFIX offers exciting possibilities for organizational agility, but it also introduces challenges. Below are four typical pitfalls, drawn from LeSS guidance, along with strategies for overcoming them.

Focusing on Agile Management Tools Instead of Solving Real Problems

Symptom: An organization tries to prove its agility by investing in specialized project-management software—Jira, Azure DevOps, or similar. While these tools can visualize backlogs and burndown charts, they often become a substitute for tackling the deeper, systemic issues that hinder true agility (for example, command-and-control cultures, unclear roles, or weak product ownership).

Remedy: Tools do not fix underlying problems; they can even create an illusion of progress. Instead of a quick-fix reliance on new dashboards or data reports, encourage teams and leaders to confront the root causes of dysfunction—like overly complex processes or misaligned structures. Physical boards, spreadsheets, or a simple wiki can suffice in the early stages, keeping the spotlight on meaningful improvements rather than cosmetic ones. Only consider specialized tools after your organization has matured in its agile practices and you’re confident these tools won’t overshadow genuine problem-solving and continuous learning.
Broad and Shallow Adoptions vs. Deep and Narrow

Symptom: The organization tries to adopt agile practices across many teams at once, but changes stay superficial—teams only go through the motions without internalizing new ways of working.

Remedy: Concentrate on a smaller scope first—perhaps a single product line or a few select teams—allowing for deeper learning and more meaningful transformation. Prove success in one area before expanding. This approach builds momentum and validates the framework’s effectiveness before widespread rollout.
No or Inadequate Management Support

Symptom: Leadership may be initially enthusiastic but then withdraws support or prioritizes other initiatives, leaving teams to fend for themselves. Without consistent management backing, the structural and process changes of unFIX and LeSS often falter.

Remedy: Leadership involvement is critical. Ensure decision-makers understand the shifts in culture, roles, and accountability that LeSS and unFIX entail. Build alignment on the long-term vision so that managers champion, rather than merely tolerate, the transformation.
Seeing an Agile Adoption as a Multi-year Project Instead of a Never-Ending Journey

Symptom: Organizations create rigid timelines, hoping to be “done” with their agile transformation after a certain milestone—missing the point that agility is an ongoing evolution.

Remedy: Agility requires continuous inspection and adaptation. Treat each sprint and structural change as part of a learning cycle, not a final destination. By embracing this mindset, teams remain open to discovery and continuous improvement, evolving alongside market needs and organizational growth.

Making It Stick

Ultimately, using unFIX to visualize structures and reduce hierarchies, structures, roles, artifacts, meetings and processes according to LeSS rules and guidelines must become an ongoing practice rather than a one-time project. Systems modeling, vigilant coaching, and continuous experimentation form a virtuous cycle that keeps your organization resilient.

Inspect and Adapt: After each sprint, verify not just the product increment but also how well the organizational design and LeSS practices are supporting value delivery to customers.
Regularly Update the unFIX Model: Treat your organizational diagram as a living document. When roles shift or new teams form, reflect those changes quickly and communicate them widely.
Elevate Learning: Encourage a culture that views mistakes as learning opportunities—further strengthening both unFIX-modeled reorganization and LeSS-driven product development.

By investing in these supporting tools and techniques, you’ll amplify the power of unFIX and LeSS to create a truly adaptive, high-performing organization. In our final chapter, we’ll recap the key messages and outline recommended next steps for readers ready to put these insights into action.

6. Conclusions and Next Steps

The journey toward a truly agile organization doesn’t end with adopting an organizational system or reconfiguring a handful of teams. In fact, it’s an ongoing process of visualizing, experimenting, and refining—precisely the mindset embodied by both unFIX and LeSS. Throughout this article, we’ve seen how unFIX’s pattern-based approach to organizational design dovetails with LeSS’s streamlined rules and guidelines as well as overarching principles for multi-team product development.

By focusing on the complementary strengths of these two approaches—unFIX for structural flexibility and LeSS for a strict simple structure, a fixed set of rules, and guideline for adaptive delivery—you can shape a holistic environment where teams are both empowered and aligned, continuously improving at scale.

Key Takeaways

Shared Goal
Both unFIX and LeSS seek to heighten organizational agility and deliver greater customer value—just from different angles.
Differentiation
unFIX offers a robust toolbox for mapping and visualizing your current structures, roles, and interactions; LeSS provides a minimal structure and minimal but powerful rules for synchronized, multi-team development, leaving room for many experiments.
Versatile Toolbox vs. Prescriptive Framework
unFIX’s open-ended patterns unlock creativity in reimagining your organization. LeSS’s principles and rules ensure focus clarity on one optimization goal in complex, large-scale product initiatives.
Process Layer
While unFIX intentionally leaves the “how” open, LeSS anchors multi-team collaboration in empirical Scrum practices, fostering tight feedback loops and continuous learning.

Putting It All Together

Model and Diagnose: Use unFIX to create a clear picture of how your teams and roles interact at the moment.
Layer on LeSS: Introduce LeSS’s rules and principles first for one small group of teams working on one customer centric product, focusing on shared ownership of the product, working from one Product Backlog and having synchronized Sprint cycles. Try to extend your Product definition and include more teams with time, by using your unFIX models to visualize the structural change needed.
Coach and Refine: Leverage systems thinking, Agile coaching techniques, and retrospective insights to keep improving both your structural patterns and your delivery processes.

Recommended Next Steps

Experiment with a Parallel Organization: Select a product area or a set of teams to try combining unFIX and LeSS. Make sure that this is not just considered a pilot but a first step in gradually improving the whole organization.
Engage Leadership: Secure ongoing support from senior stakeholders. Show them how unFIX + LeSS aligns organizational structures with tangible product outcomes, reducing lead time and improving customer satisfaction.
Evolve the unFIX Model: Treat your organization design as a living entity. Update your unFIX diagrams as you learn from real-world experiments, ensuring any structural shifts are visible to all.
Join the Community: Share your experiences, ask questions, and learn from others who have embarked on this path. Both unFIX and LeSS have active communities that can offer fresh perspectives and insights.

Final Thoughts

By combining the structural adaptability of unFIX with the empirical process control of multi-team Scrum foundation of LeSS, organizations can strike a balance between evolving their designs and delivering incremental value to customers. This dynamic duo empowers teams to continually discover better ways of working, leading to sustainable agility that scales far beyond a single project or department.

Whether you’re an experienced coach, a product leader, or a curious team member, we invite you to embrace this synergy. Bring unFIX’s visual power to your next organizational redesign, layer in LeSS to guide multi-team product development, and watch as your capacity for learning and rapid adaptation becomes a durable competitive advantage.

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We combine human-centric leadership with intelligent systems to redefine the future of work.

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unFIXing Your Organization With LeSS: the complete guide