I'll be honest, I view DDD as an org smell at this point. Every place I've encountered it, it was attempting to fix with process something that needed to be fixed with culture.
That is, in places where "product understands the problem it wants to solve, and wants to engage with dev about it", and the engineering manager cared about the problem, and worked to get the team to understand and care about it, pitch potential solutions, and then deliver them in a prioritized manner, DDD wasn't even suggested. It just wasn't necessary; all the useful artifacts from it happened naturally because product and dev were so closely aligned.
In the places where product didn't really know what problem they wanted to solve, and didn't want to engage with dev, and the org pressures were around documentation and gating, DDD was heralded as the cure-all that would get everything flowing smoothly, while solving many of the documentation and gating needs. It didn't do any of that.
That is, in places where "product understands the problem it wants to solve, and wants to engage with dev about it", and the engineering manager cared about the problem, and worked to get the team to understand and care about it, pitch potential solutions, and then deliver them in a prioritized manner, DDD wasn't even suggested. It just wasn't necessary; all the useful artifacts from it happened naturally because product and dev were so closely aligned.
In the places where product didn't really know what problem they wanted to solve, and didn't want to engage with dev, and the org pressures were around documentation and gating, DDD was heralded as the cure-all that would get everything flowing smoothly, while solving many of the documentation and gating needs. It didn't do any of that.