Establishing a platform engineering organization

Part 2

In part one, we delved into the motivations of platform engineering. Now, we address how to gear up the organization for the transformative shift.

To pave the way for platform engineering, it’s vital to have a dedicated platform team. But what about the wider organization? How do we ignite enthusiasm and get everyone on board?

The platform team

We're not navigating uncharted waters here. Much of our strategy is inspired by sources like the Team Topologies book and principles about the importance of a clear team charter as outlined in managers.app.

Platform teams are the focal point. Do they agree with the vision? Are they fully committed? Are they inspired to innovate and pinpoint challenges within set boundaries?

Establishing a team charter is pivotal. Our charter could encapsulate:

• Team name: Distinct from the platform's name. This represents the team's identity and ethos.
• Purpose and value: Going beyond the mission by understanding the "why" of the team's existence and the core values guiding actions.
• Objectives and goals: Aligning with both short-term tasks like KPIs/OKRs for the current quarter and longer-term aspirations.
• Service overview: An outline of services managed or a potential link to a service catalog.
• Operational boundaries: Parameters that determine what the team will (and will not) engage in.
• Communication channels: For instance, Slack and understanding the frequency and nature of team meetings and updates.
• Feedback mechanisms: For constructive and actionable feedback.

Considering these foundational principles aligns team growth with genuine, organic needs that potentially reflect the rise in diverse subdomains.

Top tip: For making team charters a practical exercise, I recommend looking at the team charter template.

Product teams and more

If I were a chief technology officer (CTO), and my goal was to speed up time to value, my focus would stretch beyond getting things done to having the right insight.

To make sure insight turns into actions, we need teams to decide and act on their own. When teams have the freedom to make decisions, they move quickly and deliver awesome results. If they have to constantly check in, wait for approvals, or jump through hoops, it slows everything down.

The goal is to shape your organization to have teams that call the shots in their own space. As Melvin E. Conway put it, “Any organization that designs a system will end up with a design that looks a lot like the organization's communication style.”

If your current setup isn't already like this, it's time to consider switching to stream-aligned teams. Bear in mind that changing the organization can result in some architectural hiccups. The old ways and the new may clash, and if not addressed early on, could drag everything out.

Top tip: Teams within the same value stream should be aligned and organize themselves as they see fit. Stream-aligned teams shouldn't need to sync up all the time. Instead, they should have clear rules of engagement, like how different software services talk to each other through APIs. In Team Topologies, this is called a "Team API."

Middle and upper managers in team-oriented organizations

When an organization leans towards decentralized, team-oriented structures, it's crucial to address the shifting role of upper and middle managers. The move away from hierarchical setups often streamlines processes, reduces bureaucracy, and, in some cases, the need for middle management layers.

Where does this leave our seasoned upper and middle managers, and how do they fit into the new landscape?

The changing landscape of how teams work

1. From supervisors to mentors: Traditional middle management often involves oversight, coordination, and control. In a team-centric world, managers shift from being supervisors to mentors. Instead of directing tasks, they guide, support, and make sure teams have what they need to succeed.
2. Diminishing layers: Yes, with a reduced hierarchical structure, there might be fewer managerial positions. The essence of team orientation is to empower teams to self-manage, which can make some traditional managerial roles redundant.
3. Bureaucracy be gone: One of the primary reasons for this shift is that hierarchy often creates bureaucracy, slows down processes, and stifles innovation. Without excess layers, decisions are made faster, and innovation thrives.

Navigating the shift of middle managers

1. Upskilling and reskilling: It’s a chance to dive deep into areas they're passionate about, be it technical expertise, project management, or even softer skills like conflict resolution.
2. Taking on specialist roles: Middle managers can transition into specialist roles, giving expert input in areas where they hold significant experience and knowledge.
3. Joining teams: Instead of overseeing, they can become active members of teams, contributing directly to projects and initiatives.
4. Strategic thinking: Organizations will always need strategic thinkers. Middle managers can pivot towards roles that focus more on long-term planning, business strategy, and big-picture thinking.

Embracing platform engineering

Why is platform engineering vital in this context?

1. Clarity in transition: As we reduce layers and champion team autonomy, platform engineering provides the clarity and structure teams need to self-manage effectively.
2. Reduction in redundancy: The modular approach of platform engineering reduces redundancy and the need for managerial oversight.
3. Risk management: While technical risks may be minimized, middle managers-turned-strategists can focus on broader organizational risks, making the entire operation more resilient.

The transition towards team-centric organizations shakes up the traditional notion of middle management. It challenges the status quo and creates opportunity. For middle managers, it’s less about fearing redundancy and more about harnessing change, adapting, and finding new, meaningful ways to contribute to the organization's overall success.

Honest conversations, training, and a clear vision can make the transition smoother and more purposeful for everyone involved.

Navigating the shift to platform engineering

In the world of platform engineering, it's all about getting the entire organization onboard and driving towards a united goal. Here's a breakdown of key considerations:

1. The platform team

Inspired by Team Topologies, the platform team stands at the core of a transformation. Their alignment with the vision, commitment, and innovation determines success. Crafting a robust team charter is crucial, encompassing elements like the team's purpose, values, objectives, and operational boundaries.

2. Getting surrounding teams on board

For any CTO, the dream is to act on the right insights swiftly. Teams that can make decisions on the fly, without layers of approvals, are golden.

The idea is to have stream-aligned teams that work autonomously; just remember that changing an organization's structure can cause hiccups. Expect a period of confusion, but keep lines of communication open and work in a way that gives teams ownership of services and resources.

3. The evolving role of middle managers

In a more team-focused setup, the role of middle managers is shifting. Instead of the traditional supervisory role, they are becoming mentors and guides.

Yes, there may be fewer managerial spots, but this transition also presents opportunities. Middle managers can reskill, take on specialist roles, or become active team members. Finding new ways to contribute and drive value in a less hierarchical system is the aim.

Further reading

For the intricacies of team dynamics and how to effectively structure and manage teams in a tech-centric business environment, Team Topologies: Organizing Business and Technology Teams for Fast Flow by Matthew Skelton and Manuel Pais is a must-read.

In Team Topologies, Skelton and Pais present a refreshing take on how modern organizations can optimize their team structures to foster rapid delivery and innovation. They touch on various organizational patterns and introduce actionable strategies to overcome common pitfalls.

This book is an invaluable resource for leaders and team members aiming to improve collaboration, reduce bottlenecks, and drive value faster.

For help setting ambitious yet achievable goals, check out part three of our blog series.