Team Topologies and the Value Paths for OSPOs & ISPOs
summary
Maps OSPO/ISPO activities onto the Team Topologies model and argues that positioning matters: enabling team as short-term (coaching/training gets framed as finite), complicated-subsystem expertise (licenses, security) buys durability, and platform X-as-a-service (automated SBOM/license checks, internal tooling) is hardest to cut. Cites decision complexity: average 6.8 stakeholders and >6 decision‑makers drops approval odds toward ~30%. Evidence is exploratory and anecdotal (Zotero group created; observation that platform services survive cuts more often than recurring training).
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chapters (10)
- 0:00Introduction
- 3:52Inner source and OSPO journey
- 13:20OSPO funding challenges
- 20:59Team topologies concept
- 27:05OSPO activities mapping
- 31:00Business case for OSPOs
- 34:10Executive perspectives
- 41:14Developer mindset challenges
- 46:08OSPO funding trends
- 47:57Q&A
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