The ”Spotify model”: leboncoin’s experience & feedback cover image
Organizational Development

The ”Spotify model”: leboncoin’s experience & feedback

Explore leboncoin's journey in adopting and adapting the Spotify model.

Julien Jouhault
May 15, 2020 • 9 min read
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Advanced
Collaboration for Innovation
Engineering Culture
Leadership Change
Organizational Change
Organizational Design
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Summary

Discover how leboncoin successfully implemented a matrix organization and adapted the Spotify model to suit their growth and technological transformation. Learn about the challenges faced, solutions devised, and the importance of agile and learning organizations. The article provides insights into the role of collaboration, DevOps principles, and the TOO model in overcoming structural challenges. A must-read for those interested in organizational transformation and continuous improvement. Dive in to explore the lessons learned and future considerations.

Takeaways

  • Continuous improvement and adaptation are crucial for organizational success.
  • Effective cross-team collaboration requires structured processes and role clarity.
  • Organizational models need regular adaptation to fit internal and external contexts.
  • Strong collaboration between product and tech teams is essential for accountability and success.
  • The Spotify model can be effective when combined with other frameworks like TOO and DevOps principles.
  • Leboncoin is a fast-growing company that made its technological transformation in 2017 leveraging the Spotify framework but under a matrix-based management model that was also coupled with the company's own Travail d'Organization Ouvert model (TOO).
  • No one organization is perfect, no single model is a perfect fit. It is necessary to adapt to the context, internal and external the market, and the competition, and always regularly revisit the model.
  • The Spotify framework can work as Leboncoin has proved by coupling it with their TOO model, DevOps principles, and their own services architecture.
  • The matrix model designates a manager gathering under him collaborators with the same set of skills and thus making it possible to maintain technical coherence in the technological stacks while the squad model allows the teams to focus on their deliverability.

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