Team Structure for Business Demands
From strategy and Conway's law to Team Topologies and platforms
Slide contents
1. Team Structure for Business Demands
From strategy and Conway's law to Team Topologies and platforms
2. Alexander Polomodov
Alexander Polomodov, Technical Director & Fellow, large fintech
Organisation design
Architecture and delivery
Platform approach
3. Different work needs different teams
Run — Stability and predictability
Change — Flow of product change
Disrupt — Experiments and new models
4. Communication becomes architecture
5. Team type defines responsibility
6. Team memory limits scope
7. One team owns the whole flow
people — 5–9 — Stable composition
Cross-functional — Product, engineering, QA, analysis, design
Outcome — One responsibility for value
8. A platform works as a product
Self-service — Docs, templates and CLI
SLA — Clear service boundaries
Adoption — Usage and satisfaction
9. Structure matures around flow
10. Test structure from two sides
Flow
DORA
Lead time
MTTR
Predictability
Experience
SPACE
DevEx
Cognitive load
eNPS
11. Hand-offs reveal bad structure
Multiple reporting lines
Resource pools
Services without SLAs
Teams larger than 12
12. Structure follows the flow
Start from strategy
Account for Conway
Bound cognitive load
Run platforms as products
Measure flow and experience
Organisation design must evolve
13. Models stay separate from the case
Team Topologies
Conway's Law
Cognitive Load Theory
DORA, SPACE, DevEx
14. Thank you!
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Alexander Polomodov, Technical Director & Fellow, large fintech
@book_cube