This episode explores the complexities of merging two distinct engineering organizational models after an acquisition.
It highlights the friction that arises when one part of the organization uses small, self-managed, cross-functional teams with distributed leadership, while the other adheres to a traditional Engineering Manager (EM) model where a single manager oversees people, delivery, and agile practices.
The core challenge lies in unifying job titles and responsibilities without disrupting high-performing teams or ignoring the cultural and architectural context that shaped their original effectiveness.
True alignment requires prioritizing fit over rigid familiarity and considering a hybrid approach that respects existing strengths and avoids sacrificing autonomy and psychological safety for superficial consistency.
Link to the article: When Team Structure Collides with Role Alignment, originally published May 26, 2025.
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