Conways law. The teams and management structure will immediately become a technical debt. If we let the product ”decide” where boundaries actually exist and t

Conways law. The teams and management structure will immediately become a technical debt. If we let the product ”decide” where boundaries actually exist and team up accordingly there’s a chance to scale and maintain a bit of velocity. It requires constant introspection, monitoring and scrutiny though. Something I’m constantly thinking about is how to scale that beyond 20-25 developers. Gitlab have a nice section[0] in their handbook on releases and flow of small bits and pieces, and internalizing something like that together with clear domain boundaries could be a ticket. Basically - never try to resource optimize, always figure out what good flow looks like and find ways to keep it flowing. [0]https://about.gitlab.com/company/culture/#freedom-to-iterate https://about.gitlab.com/company/culture/#freedom-to-iterate