Wojciech Dymowski
Managing Partner - KEEPSPIRE / BAIGIEL
I am a manager by education and a leader through experience. With over 20 years of experience in project and product management. Certified PMP® and SAFe® SM.
The effectiveness of an organisation is best demonstrated by the value it delivers to its customers. To achieve this, the right environment is needed – primarily an organisational culture in which teams work effectively together and with the client. This is my professional passion. To inspire and support the creation of optimal solutions. The best possible given the needs and constraints – lean, agile, stewardship, leadership… I am constantly searching for the most useful methods. I opt for a highly practical approach, though based on knowledge and experience from many sources. And I measure results by the satisfaction they bring to both the client and the team. I share my knowledge as a leader, coach, mentor, trainer.
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Agile Structures at Scale: Effective Practice or Blasphemy?
Are organizational structures in Agile a necessary practice or just blasphemy? Structures should mainly support communication. They can’t be inherently good or bad—the effect depends on how we design and use them. They should help deliver business value and operationalize strategies, but so often these ideas remain just abstract concepts disconnected from daily team realities.
In this talk, we will explore how to effectively apply Agile at scale to drive business success. We will look at real-life examples of scaled Agile (e.g., SAFe) implementations and practices related to Lean, Value Streams, SAFe, the complexity of Computer System Validation (CSV), etc. We’ll see how easily we misunderstand, twist, and misuse these ideas, leading to failures. To see the other side, we will also consider some pitfalls of blindly implementing non-hierarchical organizations without grasping their underlying principles.
The failures teach us what to avoid, but they also highlight effective practices. Whether it’s managing team dependencies, scaling architecture, prioritizing components, or leveraging AI to gather customer needs, Project Managers must know what and how to handle these aspects—or face the consequences.
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