Version: 1.0
Owner: CTO – Paolo Carlo Platter
Last Updated: November 2025
Purpose
The Witboost Service Governance Model defines the organizational and procedural framework through which Agile Lab ensures that the Witboost platform is governed, monitored, and continuously improved.
It connects Agile Lab’s holacratic operating system—based on distributed accountability and self-managed circles—to the principles of risk control, operational excellence, and strategic alignment required by the Poste Italiane Group.
Governance Principles
Witboost’s governance is based on the following key principles:
Transparency: All processes are documented in this handbook, while metrics and responsibilities are documented and shared across the organization via the Holaspirit platform.
Accountability Diffusion: Each role and circle owns its domain, decisions, and related risks.
Continuous Improvement: Risks, performance indicators, and goals are monitored regularly, with corrective actions initiated when deviations occur.
Alignment with Group Standards: Governance processes follow the Group’s frameworks for risk management, compliance, and data protection.
Learning Organization: The model supports adaptation through feedback, retrospectives, and cross-functional collaboration.
Governance Structure and Cadence
Operational Steering Meeting – Biweekly
Frequency: Every two weeks
Participants: Representatives from all Witboost circles (Product, Delivery, Customer Success, Marketing, Sales)
Objectives:
- Review performance metrics and project progress
- Assess achievement of quarterly and strategic objectives
- Identify and evaluate emerging risks and issues
- Trigger corrective or improvement initiatives
Outputs:
- Risk discussion log
- Corrective action plans (CAP)
- Metric Updates
Governance Meeting – Every 4 weeks
Purpose: Ensure continuous alignment of organizational structure, roles, and responsibilities with business needs and market evolution.
Focus areas:
- Clarify ownerships and decision domains
- Review and adjust role definitions and scopes
- Validate the mapping between roles and risks
- Evaluate governance effectiveness and dependencies between circles
Outputs:
- Updated Holaspirit structure
- Refined RACI maps
- Governance change log
Core Functional Areas and Associated Risks
The Witboost organization is structured into self-managed circles represented in Holaspirit.
Each circle operates autonomously within defined accountabilities and interfaces with others through clear collaboration agreements.
Below are the high-level responsibilities and main risk domains for each core area.
| Area | Core Responsibilities | Key Risks | Mitigation / Controls |
|---|---|---|---|
| Witboost Lead | Define the go-to market strategy with Sales and Marketing | • Wrong budget allocation • Mismatch between GTM strategy and market readyness |
• Continuous budget monitoring • Definition of OKR and Metrics to measure success |
| Product Management | Define product vision and roadmap; prioritize features; manage product lifecycle and value delivery | • Misalignment between roadmap and market needs • Lack of prioritization leading to inefficiency • Product obsolescence |
• Quarterly roadmap review • Stakeholder validation in steering meetings • Continuous customer and market feedback |
| Product Delivery | Execute product roadmap; ensure quality, reliability, and timely releases | • Delays in delivery • Technical debt accumulation • Quality or security defects • SLA breaches |
• Agile sprint reviews and retrospectives • Automated testing and code reviews • Security validation (penetration testing, vulnerability assessment) • SLA Monitoring and proactive communication |
| Customer Success | Support clients in onboarding and adoption; measure satisfaction; prevent churn | • Customer churn or dissatisfaction • Insufficient incident response |
• Monthly satisfaction tracking (NPS) • SLA monitoring dashboard • Post-mortem analysis of incidents |
| Marketing | Communication, Branding, Lead Generation | • Inconsistent brand message • Miscommunication on features or compliance • Reputational risk |
• Marketing content approval workflow • Alignment with Product, Sales and Compliance before campaigns |
| Sales | Manage pipeline, proposals, partners and contracts; ensure financial alignment and client qualification | • Mispricing or non-compliant offers • Contractual or legal exposure • Reputational risk with unqualified partners |
• Offer review with Product Management• Partner due diligence (financial & compliance) • Contract review by Legal/Compliance |
Risk Governance Framework
Risk governance in Witboost follows a three-level model:
- First Line of Defense: Each circle monitors and mitigates risks within its domain, maintaining accountability in Holaspirit.
- Second Line of Defense: The Witboost Lead and Compliance referents consolidate and review risks during governance meetings.
- Third Line of Defense: Internal Audit and Group Risk & Compliance (Poste Italiane) perform periodic reviews and audits.
All identified risks are recorded during Tactica and Governance meeting reports, which includes:
- Description and category
- Likelihood and impact rating
- Responsible circle and owner
- Mitigation projects
Escalation and Reporting
| Level | Escalation Trigger | Report To | Frequency |
|---|---|---|---|
| Operational | KPI deviation, delivery risk | Witboost Lead, Product Circle | Biweekly |
| Governance | Structural or role-related issues | Governance Meeting | Monthly |
| Strategic | Reputational, regulatory, or systemic risk | Agile Lab Board / Group Risk Function | As required |
Continuous Improvement and Review
- This governance model is reviewed every 4 weeks during a the Governance meeting.
- Adjustments to structure, responsibilities, or risk ownership are approved in the governance meeting and documented in Holaspirit.
- Lessons learned from incidents or audits feed into process updates and employee training programs.