Team
Technical implementation, division of work, and local experiments within the agreed boundary.
LoopsWork for IT organisations
Shared direction. Autonomous teams.
When teams work together, they need shared goals, clear decision rights, and reliable feedback. LoopsWork connects their work without prescribing the same cadence for every team. Teams manage delivery within an agreed mandate. Goals and initiatives may also come from the board, executive team, or strategic initiatives. Teams handle shared dependencies, impact, and learning where they arise.
The three loops stay the same. Their scope expands.
01 / COORDINATION
How the levels connect
The IT organisation connects two streams, each with two teams. Goals and decision boundaries flow down; results and learning flow back up. Streams and affected teams resolve dependencies directly when needed. Build, Value, and Learning operate at all three levels.
IT organisationDirection & investmentShared goals · priorities · working conditions
↓ Goals & decision boundaries↑ Results & learning
Resolve dependencies when needed
Stream AShared impact & dependencies
Team A1Autonomous delivery & review
Team A2Autonomous delivery & review
Stream BShared impact & dependencies
Team B1Autonomous delivery & review
Team B2Autonomous delivery & review
Build Loop
Review delivery and integration.
Value Loop
Evaluate impact.
Learning Loop
Improve collaboration and working conditions.
All three loops operate at every level. Cross-team coordination happens where shared goals or dependencies require it.
A stream is a group of teams working together on a product area or value stream.
02 / THREE LOOPS
Three loops, from team to organisation
| Loop | Within the team | Within the stream | Within the IT organisation |
|---|---|---|---|
| Build Loop | Build, test, and integrate small changes | Check how contributions from multiple teams fit together | Resolve cross-stream integration and technical dependencies |
| Value Loop | Evaluate the value of a change | Check contribution to a shared product or stream goal | Assess how investments contribute to higher-level goals |
| Learning Loop | Improve specs, AI context, and ways of working | Resolve recurring impediments between teams | Improve organisation-wide conditions and standards |
Three loops at multiple levels do not require nine mandatory meetings.
Feedback can happen in the workflow, through automated checks, or in existing rituals.
03 / INITIATIVES
A shared initiative card
When several teams work on an initiative, a shared initiative card connects their contributions. Detailed specs and tasks stay with the teams.
- Impact goal
- What should measurably improve, and for whom?
- Accountability
- Who commissions the initiative, who decides on value, scope, and continuation, and what may teams decide themselves?
- Investment boundary
- How much time and capacity will be invested?
- Contributions & dependencies
- Who delivers what, and who needs it by when?
- Review
- When do we review integration, and when do we evaluate impact?
One person is accountable for the overall initiative. Assign this accountability within existing roles. A shared board shows initiatives and bottlenecks; operational tasks stay on team boards.
04 / DECISIONS
Who decides what?
Stream
Order of shared initiatives, capacity conflicts between teams, and scope changes within delegated decision rights.
IT organisation
Translate company goals and strategic initiatives into IT priorities, investments, and guardrails. Resolve conflicts within the mandate; involve the board, executive team, or relevant sponsors for decisions beyond it.
The Loop Guide makes missing feedback and unresolved dependencies visible and supports clarification. The relevant owners decide priorities. These cards show one possible allocation. Explicitly record who may decide on goals, budget, scope, and stopping work. Findings flow back to sponsors and may trigger a new strategic decision.
05 / SHARED RITUALS
A small number of shared rituals
| Ritual | Possible cadence | Outcome |
|---|---|---|
| Resolve dependencies | Weekly, 20–30 minutes; only affected representatives | Commitment, decision, or named escalation |
| Evaluate shared impact | Every 4–6 weeks | Continue, change, or stop an initiative |
| Learn across teams | Each cycle or when problems recur | An improvement experiment with a named owner |
These cadences are suggestions. Use existing rituals where they serve the purpose. Teams do not need the same sprint cadence. What matters is agreeing on integration and review points.
06 / AI SUPPORT
How AI supports the work
With access to approved, current specs, initiative cards, and decisions, AI can prepare coordination.
- Flag possible dependencies and conflicting assumptions.
- Notify affected teams about relevant changes.
- Prepare impact data and open questions for reviews.
- Make recurring problems and transferable learning visible.
Possible uses within the framework, based on suitable AI tools and approved information.
AI can suggest where coordination is needed. People confirm commitments and decide priorities.
Every suggestion needs a source, a freshness date, and a human contact.
07 / EXAMPLE
Make a digital service easier to use
Shared goal
More users complete service setup successfully without assistance.
Frontend team
Simplifies the setup flow.
Backend team
Improves interface validation and error messages.
Platform team
Supports reliable operations and technical observability.
Build Loop
Teams review their changes and test the complete setup flow together.
Value Loop
Together, they review completion rates, time to complete, and support requests to check whether the service has become easier to use.
Learning Loop
For example, they investigate whether unclear interface agreements caused rework and improve how they collaborate.
The teams may belong to different streams. The shared initiative card connects their contributions and review points.
08 / START SMALL
One shared initiative is a good starting point.
Start with an initiative spanning two teams or streams: one shared card, one accountable person, an impact goal, and a bounded investment. After one cycle, check whether decisions happen faster, waiting time falls, and impact becomes clearer. Extend collaboration based on this experience.
View the example