1/ #accelerate validates the #4KeyMetrics and engineering practices with the data from #stateOfDevOps report. I haven't found any source of data that correlates #orgdesign and #orgdynamics theories to business #success beyond anecdotal (yet relevant) evidence.

2/ A direct consequence of this lack of data is that orgdesign & responsibilities of each role are *mostly* driven by #leadership personal preference and experience instead of shared & common practices established in the industry.

3/ I'm referring to questions like:
"what's the best team structure to deliver on these streams of work?"
"what's the right balance between specialists and generalists?"
"when is the right time to create the role of #Architect?"
"what should an #EM do?".

4/ Over time the industry is settling on a few models heavily inspired by #FAANG companies which have been successfully stress-testing their org models for years at scale, & evangelising them (to propel their hiring maybe?).

5/ I see copying from #FAANG org models risky as a) you likely don't work at that #scale b) you likely have different domain specific problems c) you likely have different budgets d) you likely have a different approach to #hiring e) you likely have a different #CULTURE!

6/ More importantly each #FAANG org model was tested ONLY within the same company and there's no evidence that (e.g.) the Amazon org model would have led to the same results when applied to Google (or the other way around) NOR that it would have led to better or worse results.

7/ #OrgDesign and #OrgDynamics both live in the complex and/or chaotic #cynefin problem spaces where the relationship between cause and effect are perceived in hindsight and effect may be perceived only at a system level and where there cannot be ANY portable best practice.

8/ IF all the above is correct (and it's a BIG if that I invite you to challenge!!!) the promising part of this reflection is that the key to a successful org is to know your #people and your #domains inside out.

9/ I personally love this people centric approach where every single individual can have a system-wide impact. The behavior such approach drives is to deeply care about the success of each person in an org to care about the whole org.

10/ The bit that worries me the most is that the only way to drive substantial #change to an org is for a #leader to push the "trust me" button as no reliable data exists to support any theory.

11/ I would to get some input from subject matter experts on the above
Off the top of my head I can think of
@KevinGoldsmith @martyabbott @douglastalbot @TeamTopologies @Geek_Manager @annashipman ... who else can I ask to?

maybe @orenellenbogen and @patkua ?