Culture Follows Structure — Why Some Teams Self-Destruct By Design | Aimé Flemm

Aimé Flemm: Culture Follows Structure — Why Some Teams Self-Destruct By Design

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"Culture follows structure. The destructive tendencies of a team are the consequence of how the organization is actually structured." - Aimé Flemm

 

Aimé doesn't blame teams when they go toxic. He looks at the org chart. At his first gig, the UX-only team grew bitter — making screens nobody used, blocked from talking to customers, drowning in dependencies. The team's behavior wasn't a coaching problem. It was a structural one. At his current company, building backend software for EV charging stations, he watched the opposite happen: leadership flipped seven component teams (backend, billing, etc.) into seven end-to-end feature teams with one Product Owner. Two-week sprints. Switching costs collapsed — they could decide on Wednesday to change direction, refine on Thursday, and have all seven teams pivot together by the next sprint. The org became truly adaptive. Aimé's question to every Scrum Master listening: is your organization fit for purpose? If the work is predictable and specialism-heavy, component teams can work. If you need adaptability, the structure has to match. Don't coach behavior that the structure forces.

 

In this segment, we talk about Larman's Laws of Organizational Behavior , the Star Model by Jay Galbraith, and <span style= "font-size: 11pt; font-family: Arial,sans-serif; color: #1155cc; background-color: transparent; font-weight: 400; font-style: normal; font-variant: normal; text-decoration: