Abstract
Context: The Spotify Model, introduced in 2012, gained significant popularity as an alternative to formal scaled agile frameworks. Its primary appeal was a unique focus on team autonomy and continuous tailoring, rather than on prescriptive processes. Problem: Despite its widespread influence, a cargo cult 1 adoption has emerged. Objective: This study investigates the evolution of the Spotify Model beyond its 2012 origin, to answer the following questions, (1) how has the Spotify Model been tailored for different industrial contexts? (2) what are the primary challenges, limitations and frictions reported in empirical studies? and (3) what learnings and solutions have the literature identified to overcome these challenges? Method: We conducted a Rapid Review of studies published between 2012 and 2025. The findings presented serve as interim guidance regarding the industry-led evolution of the Spotify Model. Conclusions: The primary learnings from the industry are that (1) tailoring is essential, and it cannot be copied, and (2) organizations must add mechanisms for alignment and governance to balance its focus on autonomy
Paper Type
Short Paper
DOI
10.62036/ISD.2026.33
What happened to the Spotify Model?
Context: The Spotify Model, introduced in 2012, gained significant popularity as an alternative to formal scaled agile frameworks. Its primary appeal was a unique focus on team autonomy and continuous tailoring, rather than on prescriptive processes. Problem: Despite its widespread influence, a cargo cult 1 adoption has emerged. Objective: This study investigates the evolution of the Spotify Model beyond its 2012 origin, to answer the following questions, (1) how has the Spotify Model been tailored for different industrial contexts? (2) what are the primary challenges, limitations and frictions reported in empirical studies? and (3) what learnings and solutions have the literature identified to overcome these challenges? Method: We conducted a Rapid Review of studies published between 2012 and 2025. The findings presented serve as interim guidance regarding the industry-led evolution of the Spotify Model. Conclusions: The primary learnings from the industry are that (1) tailoring is essential, and it cannot be copied, and (2) organizations must add mechanisms for alignment and governance to balance its focus on autonomy
Recommended Citation
Gracia Ahufinger, F., Gutierrez, J. & García García, J.A.(2026). What happened to the Spotify Model?. In M. Valenta, B. Mannová, R. Pergl, A. Przybylek, M. Lang, H. Linger, C. Schneider, N. Iivari, & E. Insfran (Eds.), Making ISD Sustainable: Reloaded with AI and Automation (ISD2026 Proceedings). Prague, Czech Republic: Czech Technical University in Prague. ISBN: 978-80-01-07585-2. https://doi.org/10.62036/ISD.2026.33