We're excited to announce a strategic partnership between Team Topologies and TeamForm, the leading platform for team-first operating models. Building on a collaborative relationship established in 2021, this formal partnership bridges the gap between Team Topologies principles and the day-to-day execution required to scale them across global enterprises.

We're excited to announce a new strategic partnership with Kosli, the world's leading SDLC Governance platform. Together, we'll be helping regulated enterprises achieve faster, more efficient software delivery while maintaining the strict compliance and security requirements their industries demand.

As banks accelerate DevOps, manual governance lags behind. Drawing on DORA research and real-world banking experience, this ‘Expert View’ article shows why traditional approvals increase risk and slow delivery—and how automated, peer-review-driven governance aligns compliance with high-performing software delivery.

For organizations facing critical structural bottlenecks or striving for radical business agility, the solution requires fundamentally reshaping how teams are organized around value delivery, managing both the complexity and the cognitive load placed on people. The core question must shift from, "Are we doing Agile right?" to, "Are we organized in a way that supports flow?".

The second edition of Team Topologies is now available. Six years after the original publication sparked a fundamental shift in how organizations approach structure and purpose, this updated edition provides the evolved framework leaders need to navigate today's complex landscape.

Agile gave us better delivery practices, but many teams still struggle with invisible friction. The real bottleneck isn't your ceremonies-it's whether your org structure actually supports fast flow.
Rich Allen's final piece in the 'Why Agile Isn't Enough' series explores how outdated team boundaries and coordination overhead quietly slow delivery, and why treating structure as a design lever (not a fixed artifact) can unlock the flow your teams are capable of.

In this 2nd part of the newsletter series ‘Why Agile isn’t enough (and what’s really slowing you down), Rich Allen explores two less visible frictions, overloaded platform teams and overly collaborative operating models, that quietly slow delivery. Instead of more process, we may need better questions about how our teams are structured, how they interact, and whether we’ve designed the organisation for clarity, autonomy, and flow.

The second edition of the book Team Topologies provides vital success stories, analysis, commentary, and clarifications to help leaders plan and execute transformations in every industry sector and geography. 

Many teams adopt Agile in the hope of moving faster. They introduce sprints and stand-ups, visualise the work, and improve discipline at the team level. The process brings rhythm, visibility, and a sense of progress, and yet, delivery is still slow. Work gets done, but the value takes too long to reach users. Dependencies multiply, coordination becomes a constant effort, and every step forward seems to rely on waiting for someone else. "We're doing Agile", but are we really being agile?

For many organisations, introducing Agile helps make the work more visible. Teams are more aligned in how they plan, estimate, and reflect. But visibility doesn’t equal flow, and progress on the board doesn’t always mean progress in the system. You can have well-run teams, but still struggle to deliver value end-to-end. At some point, you have to ask where the work is getting stuck, and why, what slows things down between teams, not just within them, and how are team structures within the organisation shaping the way value flows.

CTOs and engineering leaders can build Michelin-starred organizations by combining three key frameworks like master chefs: VSRA (the menu) aligns customer needs with business architecture, Team Topologies (the ingredients) ensures optimal team balance and interactions, and Flow Engineering (the recipe) coordinates seamless execution. Success requires all three working together.

This article explores how combining Team Topologies principles with domain-driven platform engineering (DDPE) creates more scalable, adaptive, and developer-centric platform organizations. By applying domain thinking to the four fundamental team types and three interaction modes, organizations can achieve clearer team boundaries, optimized cognitive load, and dynamic evolution aligned with business domains.

Is your team suffering from size-related cognitive overload? Team Topologies offers practical solutions.