There's a lot to be said about org design. Org design has to be right for the size of the company and the velocity you need to succeed. For example, when a star

There's a lot to be said about org design. Org design has to be right for the size of the company and the velocity you need to succeed. For example, when a start-up that is about to take off like a rocket ship, it needs to make a conscious change in org design to facilitate both strong foundation building as well as fast feature building with a layer of domain-specific platform/frameworks being curated to keep the leverage high and hence velocity high without blowing the headcount budget. Ideally orgs should sow the seeds of this 3-layer org (and corresponding tech architecture) design from the beginning and consciously choose to scale the investments in those layers as needed in each growth spurt. Usually people tend to shortchange this advice by thinking they can make the same 10 people do the work in all the layers. And that may be ok when you are small. But specialization in systems vs app-frameworks vs app feature development is highly important for velocity. Also your hiring loops and the "hiring bar" has to be different for these roles. And usually the hiring pipeline depth and churn rate is different for these roles. So, creating a structure where impedances are matched correctly between input and output, so to speak, is immensely helpful for achieving high productivity and cost efficiency.