Slide contents

1. 1. Organizational redesign of a 1,000-engineer division

   1,000+ employees → five units · Alexander Polomodov

2. 2. Next case: splitting a large unit

3. 3. My scope grew to 1,000+ employees

4. 4. One leader could not carry this scope

5. 5. We split responsibility into five units

6. 6. Client interfaces became a developer platform

7. 7. Business impact without an explicit P&L

8. 8. Platforms needed a horizon, ecosystems arbitration

9. 9. Product set ecosystem priorities, not platform ones

10. 10. Architecture and DevProd spanned the company

11. 11. All five CTOs came from inside

12. 12. Six questions for a CTO candidate

13. 13. Technical readiness depends on the domain

14. 14. The role includes difficult stakeholders

15. 15. The challenge should fit the person

16. 16. Colleagues need to accept the appointment

17. 17. The role should fit their career direction

18. 18. Dependencies can hold a candidate back

19. 19. The handover took more than a year

20. 20. The handover had three parallel tracks

21. 21. Take over projects and business commitments

22. 22. Take over a strong team

23. 23. Readiness showed in independent action

24. 24. Maximum autonomy, discussions held separately

25. 25. One-to-ones focused on exceptions

26. 26. A contractor built the block; we integrated it

27. 27. I stepped in; the CTO kept ownership

28. 28. Budget management handed over

29. 29. Near-full autonomy, but accountability stayed mine

30. 30. Shared issues still needed coordination

31. 31. More time for architecture and DevProd

32. 32. Business gained independent technology partners

33. 33. Refine domain boundaries and long-term plans

34. 34. Five decisions beyond the org chart