Part of it is about changing the incentives and how people are "paid" for their work in large organizations. What drives performance for individuals or groups w

Part of it is about changing the incentives and how people are "paid" for their work in large organizations. What drives performance for individuals or groups within an organization, isn't necessarily going to ensure that the organization as whole operates without friction. For me, this fits under the topic of "alignment" that leadership teams in large organizations talk about, but many people are ignorant to, especially when coming from acquired startups. If you decide that identity (user management, directory services or whatever broad feature) is a core service and put a group in ownership of that then every other team may end up with a dependency on that group. Initially, pooling resources seems like a good idea, but it becomes the critical path and they end up taking more and more incongruent feature requests as the rest of the organization grows. Eventually identity are a bottleneck, but are challenged with feature request brokering between other teams. Relative to other groups in the org identity becomes this monster team and you are left wondering if it should really be one group, or include leadership from other parts of your organization to ensure it can account for all requests and more effectively broker.