Notes:
The first issue we had is the new stakeholder's failing to recognise the differences and therefore the different problems of the two development groups.
Engineering's development group is much like Limited's used to be before the expansion menace.
Despite this, solutions to problems that have been applied sucessfully in the Engineering development group are seen as solutions to problems within the Limited development group. In particular, the difficulty inherent in taking a solution tailored to one customer and applying it to another is not understood. (When the clothing is just a blanket this is simple, when it is made-to-measure the issue is very different.)
The second issue is that the change in structure became, for a while, the main focus of the business, sapping resources and support from the changes we had been making within the organisation.
A third issue is that we moved buildings – with the result that instead of having teams in offices of 4-10 people (which allowed us to implement the “team office” idiom common in Agile methods) they are now spread around a large open plan office. So far, management seems oblivious to the problems this causes – even to the extent of not allowing teams to more desks to be co-located.