# cross-functional-teams Published articles for cross-functional-teams. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## Disaster Recovery Testing Best Practices for 2026 DevFeed: [Disaster Recovery Testing Best Practices for 2026]() Original publisher: [Read original article]() Author: Pritesh Kiri Published: 2026-08-04T00:00:00Z Content type: article Language: en Sources: [Harness Blog]() Topics: [Disaster Recovery](), [Testing](), [Resilience](), [Automation]() Tags: [2026](), [audit](), [automated](), [automation](), [best-practices](), [cross-functional-teams](), [disaster-recovery](), [external](), [metrics](), [pipelines](), [recovery](), [resilience](), [testing]() ### AI overview This article explains how to evolve disaster recovery testing from reactive exercises into a mature, metrics-driven resilience program. It covers risk-aligned testing schedules, automation, continuous improvement, and metrics for demonstrating recovery effectiveness. ### Source excerpt Learn how to move from ad hoc DR tests to a mature, metrics-driven resilience program with risk-aligned schedules, automation, and the KPIs that prove your reco | Blog ## The Organizational Costs of High Learning Curves in Cross-Functional Documentation DevFeed: [The Organizational Costs of High Learning Curves in Cross-Functional Documentation]() Original publisher: [Read original article]() Author: Zaid Daba'een Published: 2026-01-19T17:47:32Z Content type: opinion Language: en Sources: [DeveloperHub.io]() Topics: [Documentation](), [Tooling](), [context]() Tags: [collaboration](), [cross-functional-teams](), [developer](), [developers](), [documentation](), [tooling]() ### AI overview The article argues that documentation tools with steep learning curves create organizational costs for growing teams, including slower onboarding, delayed updates, and fragmented knowledge. It focuses on the challenges of maintaining documentation across support, product, QA, and operations teams. ### Source excerpt A high learning curve is not just a personal inconvenience. For growing teams, it becomes an organizational tax paid in time, misalignment, and slow knowledge flow. ## Software Development Waste DevFeed: [Software Development Waste]() Original publisher: [Read original article]() Author: Dr Milan Milanović Published: 2026-01-15T16:01:54Z Content type: article Language: en Sources: [Tech World With Milan Newsletter]() Topics: [software-development](), [Software Engineering](), [Agile](), [code productivity]() Tags: [agile](), [best-practices](), [cognitive-load](), [cross-functional-teams](), [development-process](), [productivity](), [quality](), [software-development](), [switching]() ### AI overview This article explains software development waste through lean thinking. It reviews the traditional seven wastes, discusses an expanded taxonomy that includes issues such as wrong features, backlog mismanagement, over-engineering, cognitive load, communication problems, and waste from AI-generated code, and presents practices for reducing waste. ### Source excerpt Many of us can look back at a completed software project and think, "If I'd known then what I know now, I'd have done much faster." This familiar feeling reveals just how much waste creeps into the software development process. ## Engineering at Deliveroo India: How We Build, Collaborate, and Grow DevFeed: [Engineering at Deliveroo India: How We Build, Collaborate, and Grow]() Original publisher: [Read original article]() Author: Kartik Visvanathan Published: 2025-11-06T00:00:00Z Content type: article Language: en Sources: [Deliveroo]() Topics: [Development](), [idc](), [Slack](), [Figma](), [systems]() Tags: [asynchronous](), [collaboration](), [cross-functional-teams](), [development](), [engineering](), [figma](), [india](), [slack]() ### AI overview Kartik Visvanathan describes how Deliveroo's India engineering hub operates as a global, cross-functional development center. The article covers team ownership, collaboration across time zones, co-located roles, asynchronous communication, and tools including Slack, Confluence, and Figma. ### Source excerpt Hey everyone, I'm Kartik Visvanathan, an Engineering Manager at Deliveroo, based in India. I joined the team in 2023, and it's been an exciting ride ever since. I've built some truly impactful products here, including an advertising platform that we scaled into a profitable business, and a corporate orders product that touched every part of our systems--from restaurants to delivery to customer service. But while building cool stuff is awesome, what I really want to share today is the secret sauce behind it: how we work as a team here in India. A Truly Global Hub Our engineering hub in India is a core driver of Deliveroo's global mission. Over the past few years, our teams have transitioned and taken complete ownership of key product areas. Whether we're improving the restaurant onboarding flow or fine-tuning our delivery times, the work we do here is absolutely core to Deliveroo's success. When our India Development Center (IDC) started a few years back, we had engineers reporting directly to managers in the UK. I was one of the first engineering managers hired in India in 2023, and I was given the opportunity to build a team that was entirely based here. We've since grown to include other roles like product managers, analytics engineers, and data scientists right here in India. This lets us have "co-located teams"--people who can sit in the same room, grab a whiteboard, and even go out for a team social that isn't virtual. When candidates ask about my favorite parts of the job, I always mention three things: cross-team collaboration, work flexibility and life harmony, and a culture of ownership. So let's dive into those. How We Collaborate Across Teams Working with teammates in London and other time zones means a lot of asynchronous communication. We rely heavily on tools like Slack, Confluence, and Figma, which are essentially our digital whiteboards. Regular virtual stand-ups and a focus on clear ownership help us build trust and keep things moving. In the advertis ## Unlocking Safer, Faster Experimentation for a Global Tech Leader DevFeed: [Unlocking Safer, Faster Experimentation for a Global Tech Leader]() Original publisher: [Read original article]() Author: Kristin Kaeding Published: 2025-07-18T22:18:00Z Content type: article Language: en Sources: [8th Light Insights]() Topics: [Development](), [systems](), [Deployment](), [iteration]() Tags: [architecture](), [cross-functional-teams](), [delivery-and-practice](), [development](), [engineering](), [operational-risk](), [platform-innovation](), [workflows]() ### AI overview A case study describes 8th Light's seven-week assessment for a Fortune 100 consumer technology company whose growing experimentation pipeline was slowed by manual approvals, fragmented workflows, and unclear ownership. The work combined human-centered design, technical architecture, organizational strategy, and the Double-Diamond process to define a more scalable, self-service experimentation platform. ### Source excerpt Why It Matters At 8th Light, we help enterprise teams remove friction, foster alignment, and build tools that scale with confidence. This project exemplifies what happens when human-driven design meets technical rigor: major time and cost savings. By focusing on systems thinking, user needs, and resilient architecture, the organization created a path forward that supports both immediate impact and long-term innovation. This story is one of many showing how that approach delivers lasting results. The Challenge: A Strong System Slowed by Scale A Fortune 100 consumer technology company built a powerful experimentation pipeline -- one that fueled product innovation across its digital ecosystem. As the platform grew, so did its complexity; manual approvals, fragmented workflows, and inconsistent tools created friction that slowed development cycles and added risk. Rather than patch over the pain points, the company sought a bold transformation to reduce this risk: to turn a solid foundation into a modern, scalable, and self-service experimentation platform. The Goals Accelerate the end-to-end experimentation pipeline Reduce manual bottlenecks and operational risk Align cross-functional teams around shared metrics and ownership Unlock safe, scalable innovation at speed Our Approach: Human-Centered Meets Technically Grounded 8th Light was brought in to lead a seven-week high-level assessment, blending human-centered design with technical architecture and organizational strategy. We followed the Double-Diamond Process to move from discovery to delivery: Problem Discovery Problem Synthesis Solution Discovery Solution Synthesis The TimelineWeeks 1-2: Solving the Friction We kicked off with deep interviews across engineering and product leadership. These conversations uncovered systemic blockers -- ranging from delays in approvals to lack of experiment ownership. Weekly playback sessions helped align stakeholders and refine the focus on the end-to-end experimentation lifecycle. ## How continuous product discovery works for us DevFeed: [How continuous product discovery works for us]() Original publisher: [Read original article]() Author: Sören Weber Senior Product Manager @ trivago; Core Product; AI Linkedin profile Published: 2023-02-01T00:00:00Z Content type: article Language: en Sources: [Trivago]() Topics: [Product Management](), [Self-organizing Team](), [Agile](), [User experience (UX)](), [Development]() Tags: [cross-functional-teams](), [delivery](), [development](), [discovery](), [driving](), [engineering](), [good-practices](), [product-management](), [research](), [scope](), [software](), [strategy]() ### AI overview A trivago product manager explains continuous product discovery, distinguishing it from product delivery and describing how user research, solution ideation, and solution testing help teams decide what to build. The article also discusses trivago's adoption of Teresa Torres's continuous discovery framework alongside cross-functional teams, outcome-driven OKRs, and agile software development. ### Source excerpt Hello, I am a product manager here at trivago. I have worked on different parts of the product such as apps, alternative accommodations, landing pages, and search & flow. We work in cross-fu... ## Clue's Erasmus Exchange DevFeed: [Clue's Erasmus Exchange]() Original publisher: [Read original article]() Author: Melissa Yung Published: 2019-05-13T14:51:39Z Content type: opinion Language: en Sources: [Bleeding Edge - Medium]() Topics: [Development](), [Back end](), [Front end](), [Mobile](), [Web]() Tags: [collaboration](), [creativity](), [cross-functional-teams](), [decision-making](), [dev](), [engineering](), [engineering-culture](), [knowledge-sharing](), [startup](), [team](), [teams]() ### AI overview Clue describes an Erasmus Exchange program that lets engineers temporarily work with different engineering chapters to learn technologies and understand other teams. Participants join the host chapter's syncs, assist with planning and design, and contribute code when applicable, spending about two days per month there for two months. ### Source excerpt We set up a "study abroad" program for our engineers. Here's how it went.Illustration by Marta Pucci Our Erasmus Exchange at Clue was inspired from the European Union's Erasmus Program. You might have heard about it or been lucky to have taken part in it. It is a program that allows students to study in different countries across Europe to learn about their host country, and encourages cultural exchange. Our Erasmus Exchange, in a similar spirit, lets engineers cross their regular chapter borders to learn about different technologies and better understand other chapters. This is in line with our values of sharing, learning and collaborating. Chapters and Cross-Functional Teams At Clue, we work in engineering chapters and cross-functional feature teams. Last year, we concentrated on developing our chapters. We are now focused on improving our cross-functional teams. Chapters: Specific domain teams, such as the Android chapter, backend chapter, iOS chapter, QA chapter, and web chapter. Cross-Functional Teams: Feature teams made up of engineers from multiple chapters, as well as a designer and a product owner. As part of the Erasmus Exchange, a mobile engineer might choose to visit the backend chapter. A dev ops might be curious about QA and make a visit. Or a front end engineer might decide to experience the Android world. The idea is that the Erasmus visitor: Takes part in the host chapter's weekly syncs Assists in feature planning and design Contributes to the code base if applicable The Erasmus Exchange takes the engineer away from their regular chapter for about two days per month for a total of two months. The benefits of an engineer exchange program For one, the Erasmus Exchange fosters collaboration and encourages knowledge sharing to improve the decision making process. Adding a fresh point of view can challenge assumptions and spark creativity when it comes to finding new approaches to technical problems. All this creates a more cohesive cross-functional team ## Zooming Out From Engineering DevFeed: [Zooming Out From Engineering]() Original publisher: [Read original article]() Author: Square Engineering Published: 2019-04-11T17:24:50Z Content type: opinion Language: en Sources: [Square Corner Blog - Medium]() Topics: [Software Engineering](), [Development](), [Microsoft](), [Amazon S3]() Tags: [advice](), [career](), [communication](), [cross-functional-teams](), [culture](), [engineering](), [engineering-mangement](), [leadership](), [management](), [organization](), [scale](), [teams](), [tech-industry](), [work]() ### AI overview An edited fireside discussion with Square engineering leader Alyssa Henry about leading organizations as they scale. It covers communication, giving employees autonomy, mastery, and purpose, building company culture, and managing cross-functional teams. ### Source excerpt As originally seen on Greylock Partners' blog, here are some insights on leadership, career development, and building teams at scale that Square's Head of Seller, Alyssa Henry, shared during the 2019 SFELC Summit.Square's Head of Seller & Developer Business Units & Infrastructure Engineering, Alyssa HenryHeads up, we've moved! If you'd like to continue keeping up with the latest technical content from Square please visit us at our new home https://developer.squareup.com/blog Leading an organization of 10 employees is considerably different than leading an organization of 10,000+ employees. As teams increase and communication becomes more challenging, a lot can break down. In this episode of Greymatter, we share a fireside discussion from the 2019 SFELC Summit on building and managing scaling teams. NodeSource VP of Engineering, Chanda Dharap talks with Square's Head of Seller & Developer Business Units & Infrastructure Engineering, Alyssa Henry. Alyssa shares lessons from scaling companies at hyper-scale including Square and AWS, how to bring purpose to your employee's work, and advice for building company culture. Alyssa leads Square's cross functional teams with P&L responsibility and is working to shift Square from an app focused on payment processing to a broad financial services platform and commerce ecosystem. Prior, she led AWS Storage Services including Amazon Simple Storage Service and Amazon Glacier where she was responsible for software development and operations. Earlier in her career, Alyssa held several roles in program and product management at Microsoft. SFELC is a curated community of 2500+ engineering leaders evolving the way leadership is implemented in the tech industry. Greylock Partners is the VC partner for SFELC, and sponsored the annual SFELC Summit which hosted top industry leaders to share management best practices and leadership advice. Below is an edited transcript of key points from Dan and Aditya's fireside discussion. https://medium.c ## Rewriting the trivago Android app: challenges and lessons learnt DevFeed: [Rewriting the trivago Android app: challenges and lessons learnt]() Original publisher: [Read original article]() Author: Rafael Ortega Lupión Follow Published: 2018-02-06T00:00:00Z Content type: article Language: en Sources: [Trivago]() Topics: [Android](), [android-development](), [Development](), [Refactoring](), [Mobile]() Tags: [android](), [android-development](), [architecture](), [clean-architecture](), [code](), [cross-functional-teams](), [development](), [good-practices](), [legacy-code](), [mobile](), [refactoring](), [tests](), [ux]() ### AI overview The trivago Android development team describes the challenges and lessons of rewriting its app, focusing on architectural decisions, cross-functional collaboration, workflow, product goals, and user experience. ### Source excerpt How the Android development team came up with a new architecture based on clean principles and what we learnt along the way.