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What are the challenges?

Well, even that they all own everything above they all are not experts in everything, That gets reflected in slow delivery, never ending KTs. and engineers reporting lack of focus because of context switching.

Thanks. To answer your original question regarding structure: I’ve recently seen two examples: 1. Platform team structured as two teams: Platform Team (ci/cd, data, event streaming services) and Infrastructure team (hosting, security, compliance, costs). The Platform Team would dynamically engage in collaboration/enablenment projects with other teams that would last about a quarter, but would be often disrupted by the need to attend to the other business, which would mean lost momentum for the goal of collaboration on the side of the stream aligned team. 2. Platfrom team structured as four teams: infra, dev experience, data, enablement. This helped to maintain focus, but needed a clear system of priorities, kind of a clear mission, for the enablement team.

Thanks for the input Mike, btw are you an people manager (like em, director ) or product manager

You are welcome @Erick Aguayo! Regarding my role… I’ve had diverse experiences – people management, solution architecture, implementation, and technical product management. As a consultant, I don’t adhere to formal titles; instead, I focus on holistic problem research and delivery of meaningful outcomes for my clients in collaboration with stakeholders and teams within the org. If you have specific needs or an aspect you’re interested in, I’m happy to discuss how I can help.

@Erick Aguayo I'm a PM and we use a structure similar to #2 that Mike described. The challenge has been aligning these teams to work towards building a common platform, as they each have their own priorities that may or may not align with platform work.