All infra teams eventually become platforms. All product teams eventually become experiences. When viewed negatively this is called scope creep. I don't know what it's called when viewed positively but I expect the word "holistic" to be used unironically.
Org charts that ship a platform are default stable because everybody it a team or group is doing approximately the same things. Growth is less uncomfortable, advancement feels more objective, and individual developers are relatively interchangeable.
But what if a company needs to change? Now the stable org chart resists that change. By rejecting requests from client teams that are responsible for a new set of objectives. This recurses. One layer of platform can simultaneously be moving too slowly for the layer above and too quickly for the one below. Shear forces tear it apart and the organization finds itself with n (3 < n < 6) fewer platform engineers.
Org charts that ship a platform are default stable because everybody it a team or group is doing approximately the same things. Growth is less uncomfortable, advancement feels more objective, and individual developers are relatively interchangeable.
But what if a company needs to change? Now the stable org chart resists that change. By rejecting requests from client teams that are responsible for a new set of objectives. This recurses. One layer of platform can simultaneously be moving too slowly for the layer above and too quickly for the one below. Shear forces tear it apart and the organization finds itself with n (3 < n < 6) fewer platform engineers.