diff --git a/_posts/2015-12-07-devopscon-2015.md b/_posts/2015-12-07-devopscon-2015.md
index 841bb2d..7418c7c 100644
--- a/_posts/2015-12-07-devopscon-2015.md
+++ b/_posts/2015-12-07-devopscon-2015.md
@@ -55,7 +55,7 @@ They created teams with a product owner, DEV and QA. Ops was not included in the
 Each team got the full responsibility for a service/product. They also got the authority to decide.
 One outcome was the end of ticket ping-pong and the whole team felt responsible for product quality.
 They also started the construction of a microservice architecture and started to reduce technical debts.    
-After the first succesful reorganizatiion they integrated Ops to each team.
+After the first succesful reorganization they integrated Ops to each team.
 This resulted in excellent telemetry and monitoring capabilities, infrastructure as code (puppet) and continuous delivery (rundeck). 
 Team overlapping topics like Puppet are addressed in so called **FriendsOf** groups. Product owners and the whole management fosters these groups. Additionally they have weekly standups with representants of each team.