What position in the organizational structure gives platform teams the best vantage point to manage IDPs? What department should they belong to, and who should guide their work?
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In my experience, platform teams can be owned by enterprise technology or by business units, depending on the domain expertise required. Core and common technologies often cut across all business units, while individual business units may have domain-specific development platforms. Regardless of ownership, it’s very important to have a proper culture and delivery setup, with common practices, documentation, and support groups to allow for collaboration and information sharing across the board.
Determining ownership for platform teams was quite challenging. Ultimately, we decided to form a separate group, functioning as a horizontal entity that supports all business units across the company. This approach has proven effective, as it allows the platform to serve as a horizontal enabler for various business unit verticals.
Our platform teams operate as horizontal entities, collaborating with product teams focused on specific business functions. While platform teams are distinct from business delivery teams, they maintain close partnerships with business product teams, architecture organizations, and various business and technical leaders. Continuous collaboration and transparency regarding roadmaps are crucial for resolving adoption issues and ensuring success.
I agree with the existing comments and would add that having a product manager for the platform is essential to balance strategic goals with developer needs. Our company follows a similar model, with platform teams functioning as horizontal enablers for central engineering, supporting various business units effectively.