Recently, I had a conversation with a new colleague who was involved in establishing and running Target’s Dojo. This model fascinates me because it represents a structured yet adaptive approach to enterprise learning, agile adoption, and continuous improvement. As I dig deeper into this concept, I wanted to document my understanding, explore its impact, and collect feedback from the broader transformation community.
In this article, I’ll explore:
- What is Target’s Dojo?
- Why did Target need it?
- When did they set it up, and what is it like now?
- What is the Dojo Consortium?
- What is the process to establish a Dojo?
- How do engagements occur at the project level?
- Strengths and limitations of the Dojo model
- Final thoughts
What is Target’s Dojo?
The Target Dojo is an immersive, hands-on environment designed to accelerate agile transformation, decision-making and technology upskilling across the company. Unlike traditional training programs, which often rely on theoretical instruction, the Dojo operates as a real-time, team-based learning model where engineering and business teams work on real-life projects they’re working on, with direct coaching and feedback. This typically occurs in the same physical space.
The word "Dojo," derived from Japanese martial arts, means “place of the way” — a training space where practitioners refine their craft under the guidance of experts. Target’s Dojo applies this concept to software development, agile methodologies, DevOps, and cross-functional collaboration, creating a space where teams can embed best practices into their daily workflows.
To foster collaboration, idea-sharing, and real-time problem-solving, the Dojo is designed as an open and interactive space. Large screens are installed in the main room to facilitate live demos and discussions, while whiteboards and post-it notes encourage brainstorming and iterative thinking. Teams temporarily relocate to this environment, fully immersing themselves in hands-on learning, with the flexibility to stay as long as needed to refine their processes and embed new ways of working into their daily routines.
Why Did Target Need It?
At this point, you might be like me and wondering why Target needed to explore this path.
By the mid-2010s, Target was undergoing a significant digital transformation, investing heavily in technology to keep pace with changing consumer behaviors and an increasingly competitive retail landscape. However, like many large enterprises, it faced challenges such as:
- Slow technology adoption → New tools and processes weren’t scaling effectively across teams.
- Inconsistent agile execution → Some teams were using agile principles successfully, while others struggled.
- Siloed dev processes → Engineering teams lacked cross-functional collaboration with business stakeholders.
- Need for continuous learning → Upskilling engineers and business leaders was a major priority.
The Dojo was created as a solution to these challenges—a dedicated space where teams could engage in six-week immersive coaching sprints with hands-on mentorship to embed new ways of working.
When Did They Set It Up, and What Is It Like Now?
When Target established their Dojo in 2015, the initiative was led by Stacie Peterson, who served as the Director of Agile Practices & Dojo. Under her leadership, the Dojo became a pivotal element in Target's organizational transformation, transitioning from a project-based to a product-based management approach. This shift aimed to enhance accountability and focus on high-priority initiatives.
Target's Chief Information Officer at the time, Mike McNamara, also played a significant role in supporting the Dojo. He recognized the value of immersive learning environments in promoting Agile and DevOps practices. McNamara highlighted the Dojo as a vital component in engaging teams with these methodologies, reducing resistance to change, and maintaining productivity during the transition.
The Current State
Today, the Dojo model has evolved into a scalable learning framework used by multiple teams, not just within Target but also across other enterprises that have adopted the approach. It has proven particularly effective in helping teams:
- Implement agile and DevOps best practices
- Accelerate software delivery cycles
- Improve cross-functional collaboration between tech and business teams
- Foster a mindset of continuous learning and experimentation
Example projects delivered using the Dojo
Modernizing the Store Replenishment System
In late 2016, a 15-person team utilized the Dojo to revamp Target's store replenishment system, which manages product tracking from arrival to customer purchase. Their goal was to implement a continuous integration pipeline, increasing system flexibility and adaptability. Remarkably, tasks that previously required coordination among multiple teams and took months were streamlined to under an hour, enabling rapid deployment and testing of new features.
Enhancing Online Item Descriptions
Another team focused on improving the accuracy of product descriptions on Target.com. They developed a dashboard to monitor data flow from vendors, allowing for better management of data spikes and issues. This proactive approach led to faster issue resolution, significantly reducing potential delays in updating product information online.
Starbucks Challenge
In 2017, high school interns participating in the Dojo undertook the "Starbucks Challenge." They developed a website feature enabling customers to identify which Target stores housed a Starbucks, thereby enhancing the in-store experience. This project not only provided practical experience for the interns but also added value to Target's customer service offerings.
What Is the Dojo Consortium?
As Target’s Dojo model gained recognition, other enterprises saw its potential and began replicating the approach. This led to the formation of the Dojo Consortium, a community of companies that have adopted or are interested in the Dojo methodology.
The Consortium’s Purpose
The Dojo Consortium is a collaborative forum where different organizations share:
- Best practices for setting up and running a Dojo
- Lessons learned from implementing agile and DevOps transformations
- Strategies for scaling Dojo methodologies beyond engineering teams
Companies like Nike, Capital One, and Verizon have implemented their own versions of the Dojo, further validating the model’s success and adaptability across industries.
How to establish a Dojo?
Setting up a Dojo involves more than just allocating physical space—it requires a structured yet flexible framework for learning.
Define the Purpose
The first step in setting up a Dojo is to clearly define its purpose. Organizations must determine whether the Dojo will focus on agile coaching, DevOps practices, cloud adoption, or another area of capability building. Clarity on the specific skills and behaviors teams need to develop ensures that the Dojo is tailored to the company’s strategic goals.
Secure Leadership Buy-In
Next, it is essential to secure leadership buy-in by aligning with business and technology leaders. Strong executive sponsorship provides the necessary funding and resource allocation, ensuring that the Dojo can operate effectively and sustain its impact over time.
Build a Dedicated Coaching Team
A successful Dojo requires a dedicated coaching team of experienced agile coaches and engineers who serve as mentors. These experts guide teams through hands-on learning experiences, helping them embed new ways of working into their daily routines.
Create an Immersive Learning Environment
Creating an immersive learning environment is another critical component. Whether physical or virtual, the space should be designed for uninterrupted collaboration, with an emphasis on pairing, mob programming, and iterative feedback loops to reinforce learning.
Design the Engagement Model
To drive meaningful outcomes, organizations must design an effective engagement model. Typically, teams participate in structured six-week immersive sprints, working on real business challenges while implementing new methodologies and tools to solve them.
Measure & Adapt
Finally, it is crucial to measure and adapt the Dojo’s effectiveness. Defining success metrics—such as improved deployment frequency, code quality, and team velocity—provides tangible ways to track progress. Regular feedback loops ensure the Dojo remains dynamic, continuously refining its approach to maximize its impact on the organization.
How do engagements work at the project-level?
Engagements in a Dojo follow a structured yet adaptable format. Here’s how it typically works:
Step 1. Kickoff: Defining the Challenge
Every Dojo engagement begins with a structured kickoff phase, where teams enter the Dojo with a specific challenge or project. Coaches assess the team’s current maturity levels, identify gaps, and define clear learning objectives to ensure a focused and productive experience. The goal is to align expectations and set measurable outcomes that will guide the engagement.
Step 2. Hands-On Work: Building & Iterating in Real Time
During the hands-on work phase, teams actively build and deploy real solutions while embedding new skills into their workflows. Rather than theoretical training, this phase is entirely practical, focusing on live problem-solving, technical execution, and iterative improvement. Coaches provide daily guidance, feedback, and real-time course corrections to ensure teams are effectively implementing Agile, DevOps, or other targeted practices.
Step 3. Reflection and Adaptation: Continuous Improvement
Regular retrospectives form the core of the reflection and adaptation phase, enabling teams to analyze their performance and refine their approach. These structured sessions provide an opportunity to discuss challenges, share insights, and make real-time adjustments to maximize learning outcomes. Teams develop a culture of experimentation, where failures are seen as learning opportunities and improvements are implemented iteratively.
Step 4. Graduation and Knowledge Transfer: Sustaining Progress
At the end of the six-week engagement, teams graduate from the Dojo with enhanced capabilities, improved workflows, and a clear plan for sustaining their progress beyond the structured learning environment. The focus shifts to ensuring that newly adopted best practices are reinforced within day-to-day operations. To scale the impact across the organization, success stories are documented and shared, allowing other teams to learn from the experience. Many organizations also establish ongoing support structures, such as community forums or advanced coaching sessions, to help teams continue their transformation journey post-Dojo.
Strengths & Limitations of the Dojo Model
Strengths:
✅ Accelerates agile & DevOps adoption → The immersive format helps teams develop real skills quickly.
✅ Drives cultural change → Encourages collaboration and iterative improvement.
✅ Improves business-IT alignment → Teams work on real business challenges, not theoretical exercises.
✅ Creates a scalable learning model → Other teams can replicate the Dojo experience.
Limitations:
⚠️ Requires strong executive sponsorship → Without leadership buy-in, the model struggles to sustain impact.
⚠️ Can be resource-intensive → Dedicated coaches, space, and structured engagements require investment.
⚠️ Not a one-size-fits-all solution → Some teams may need alternative learning approaches based on their needs.
Final Thoughts
The Dojo model is a powerful example of learning by doing, emphasizing the importance of hands-on experience, real-time coaching, and cultural transformation in driving agile and DevOps success.
At Portfolio Company, we specialize in embedding transformation methodologies into organizations in a way that drives long-term, measurable impact. While not every organization may be able to implement a formal Dojo, the principles behind it—structured learning, hands-on coaching, and real-world problem-solving—can be applied to any enterprise undergoing a major transformation.
If you’re exploring ways to scale agile, upskill teams, or drive transformation, let’s discuss how these principles can be tailored to your business.