> What we've seen happen over and over is that product A needs Feature A, and product B needs Feature B, and they both need it tomorrow, and the platform team o

> What we've seen happen over and over is that product A needs Feature A, and product B needs Feature B, and they both need it tomorrow, and the platform team only has resources for one. And since Product A and Product B are in different business divisions That seems like an unnecessary coupling between different products. I understand this concept of a platform team mainly within one (larger) product. But maybe it's the same thing, just on a different scale. > What we're striving towards instead is an "inner source" model, where a platform is collaboratively developped and maintained by multiple product teams. Each product team is then empowered to build new features as needed into the platform, and others can reuse them. I think it breaks down at a certain point of complexity. The platform itself is complex enough that it's very difficult for product teams to understand it holistically. I've seen this multiple times when the product teams were still able to make the changes as needed, but over the long term this approach created a hot mess of platform features which didn't align to each other and no single person understood.