This episode the AI hosts discuss the challenges of integrating different engineering team structures following a company merger. It examines two primary models: an Engineering Manager (EM)-led structure where a single manager holds multiple responsibilities, and a self-managed, cross-functional team model where accountability is distributed. My article that they cover argues that simply standardizing job titles without considering the context, responsibilities, and underlying architectural alignment of each model can cause significant issues, eroding team autonomy and psychological safety. A key takeaway is that team structure should align with system architecture (Conway's Law). Forcing teams into a structure that doesn’t fit can hurt performance. The article suggests that a hybrid approach might work better during transitions, helping maintain effective teams while achieving alignment based on the work, system, and people involved. The focus should be on fit rather than familiarity. Link to the article: When Team Structure Collides with Role Alignment, originally published May 26, 2025. Connect with me on LinkedIn