From Monolith to Nimble
summary
Travel company runs 261 websites, serves 18 million customers and handles 1.7 billion searches per month with ~600 people (≈400 developers). The org splits a monolith by writing seven guiding principles, reorganizing into customer-facing domains, converting specialists into T-shaped engineers, and forcing up deploy frequency to push automation. Teams grow from ~20 to 52; time from idea-ready to live drops ~70% while releases increase ~335%, driven by changes to people, processes and architecture.
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chapters (13)
- 0:00Introduction and context
- 3:27Big ball of mud problem
- 7:54Conway’s Law and architecture
- 10:19Seven guiding principles
- 13:37Putting pain in the right place
- 16:12Moving from I-shaped to T-shaped
- 18:19If it hurts do it more often
- 21:07From functional to domain-based
- 23:46Results and impact
- 28:20Q&A on principles
- 30:33Q&A on measuring engagement
- 33:22Q&A on team stability
- 35:09Q&A on scaling agile
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