Agility at scale: building feature teams for huge products
summary
Nokia telecom products show that feature teams work at scale but only with a specific path: an IPa platform run by 500 people across Finland and China tries a flip-the-switch and triggers panic then recovery, while an LTE product with thousands of people adopts a gradual route — group components into plane teams, add a temporary pitcher team for testing, then merge dev and test and roll out feature teams slice by slice. Rule of thumb: quick switch ok up to ~70–80 people otherwise go gradual.
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chapters (11)
- 0:00Feature teams at scale
- 1:10Traditional component teams
- 3:19Feature teams at scale?
- 4:46Feasibility of feature teams
- 5:27Pilot for IPA platform
- 6:31Risks of sudden flip
- 7:34Gradual adoption for LTE
- 9:20Expanding team scope
- 10:46Testing and development merge
- 12:13Slicing for incremental change
- 13:38Conclusion
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