| Extract Team | Extract a team or ART from a bloated department | Split a large department into a focused Feature team aligned to a clear value stream (like a digital app team extracted from a general IT team). |
| Move Team | Move one team to A better fitting value stream | Move one team to the value stream it has most dependencies on to optimize flow |
| Dissolve Team | Dissolve a team and distribute its responsibilities | Take a specialized but no longer needed component team (e.g., platform specialists) and embed responsibilities into feature teams. |
| Extract Platform Team | Create a new supporting platform team | Form a Platform team that provides a product or service to be used by several value streams. |
| Create Inline Team | Absorb platform work into the product teams | When a platform team’s work is so closely tied to the product, merge the two to reduce handoffs (e.g., DevOps fully embedded). |
| Rename Team | Clarify team or ART naming to align with domain | Change “IT Delivery Team 4” to “Customer Insights Platform Team” to better reflect purpose and domain ownership. |
| Inline Architecture | Organize architecture boards close to the teams | Replace architecture boards with architectural guidance closer to the teams and value streams |
| Move Governance to the Team | Decentralize decision-making with team autonomy | Instead of requiring project approval boards, empower ARTs and teams to make local priority decisions based on guardrails (like lean budgeting in SAFe). |
| Decompose Governance | Split overly complex governance layers | Break a massive Change Advisory Board into domain-specific decentralized governance aligned to ARTs. |
| Introduce Shared Service Team | Introduce a shared service team | Centralize security validation services into a specialized team that can be accessed by all ARTs via simple engagement models. |
