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Not all problems are born equal, hence not all solutions should look alike. Feature teams are probably the right structure for 90% of your org. But there are product areas and problem domains where it’s worth considering other structures.
It can be an area in your product where the risk of faults is super high. It can be an area in your platform that requires a different development life cycle. It can be a core product capability that recently came out of a research project and is still evolving to its desired shape.
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MORE IDEAS ON THIS
Unless you go too far with the change there are no disadvantages. But what happens when you transform 100% of your engineering org from single function and component teams into feature teams. The disadvantages will show up around the most strategic areas of your product. And you will only feel the p...
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Every presentation or article about agile software development or about Microservices architecture can’t be considered scientific nor serious unless it somehow mentions Conway’s law:
“Any organization that designs a system will produce a design whose structure is a copy of the organizat...
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A company Org structure creates communication channels that are reflected in the system design, which results in a situation that the system design is clearly not aligned with the problem domain and with the needs of the business. In other words, you have an org structure that in...
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4. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
5. Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones. It will also show the...
Certain phenomena cannot be explained by a single activity, where individual components work in tandem with each other and it is hard to pinpoint where the process starts or ends. The workings of such a phenomenon, known as Strong Emergence, cannot be categorized or bracketed in a single...
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