> The software engineering paradigms used within the company create brittle rube goldberg machines of events flowing everywhere in the company. Almost all of them are on maintenance mode, where the oncall burns out the engineers and prevents them from creating new products. There is no knowledge sharing between team members. Legacy team members guard their technical platform knowledge to solidify their place on the team.
I have never worked at Amazon. But I did work at a company that decided to implement microservices a la Amazon, even going so far as sharing Bezos' famous 2 pizza team memo. This effect essentially happened over night. As people spun up more and more microservices, things got more and more siloed, cross team collaboration was significantly more difficult, and things became an increasingly more complicated rube goldberg machine that just destroyed people with on call schedules.
I have never worked at Amazon. But I did work at a company that decided to implement microservices a la Amazon, even going so far as sharing Bezos' famous 2 pizza team memo. This effect essentially happened over night. As people spun up more and more microservices, things got more and more siloed, cross team collaboration was significantly more difficult, and things became an increasingly more complicated rube goldberg machine that just destroyed people with on call schedules.