# Organizational Structure Published articles for Organizational Structure. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## Choosing the Right Granularity for Microservices: Klarna's Payments Architecture Journey DevFeed: [Choosing the Right Granularity for Microservices: Klarna's Payments Architecture Journey]() Original publisher: [Read original article]() Author: Raya Rizk Published: 2025-03-24T07:22:27Z Content type: article Language: en Sources: [Klarna Engineering]() Topics: [Microservices](), [Architecture & Design](), [Development](), [Software Engineering](), [Scalability]() Tags: [architecture](), [challenges](), [distributed](), [klarna](), [led](), [microservices](), [modular-monolith](), [monolith](), [organizational-structure](), [scalability](), [software-architecture]() ### AI overview This article describes Klarna's transition from a monolithic architecture to payment-specific microservices and examines the trade-offs of service granularity. It reports that independently managed services improved team autonomy and development speed, while duplicated shared functionality created a complex distributed monolith. ### Source excerpt Our journey towards striking the right balance The debate between monolithic and microservices architectures is a hot topic in software development. While monolithic systems are known for their simplicity and tightly integrated structure, they face challenges with scaling and flexibility. In contrast, microservices offer greater scalability and autonomy in development, but carry complexity in inter-service interactions. In this article, I'll share our experience in navigating between these two paradigms while working on a recent project at Klarna, exploring different architectural decisions while addressing a fundamental question: what is the optimal granularity for a microservice? From monolith to microservices: the company is growing 🚀 A monolithic architecture is often the natural starting point for businesses, serving well initially but revealing its limitations as organizations scale. Klarna was no exception. Like many in the IT industry, the company embraced the microservices paradigm alongside its rapid growth a few years ago. In the payments domain, we are focused on offering customers various payment options, allowing them to choose between paying directly, later, over time, or through other tailored methods. This demand for diverse options led each payment method to evolve into a distinct microservice, managed by dedicated teams. Each payment service acts as a key orchestrator in the purchase flow, coordinating with other services to guide customers through the required steps until order completion. This adoption of microservices naturally aligned with the company's organizational structure, offering team autonomy and the ability to scale services independently. Each service was self-contained, with its own database and code residing in a separate repository. By decoupling payment options into distinct services, we gained greater flexibility and enabled faster development cycles, as teams could focus on their respective components. Landing the distributed ## Self-organizing companies don't need managers but coaches DevFeed: [Self-organizing companies don't need managers but coaches]() Original publisher: [Read original article]() Author: tobi@techunicorn.builders (Tobias Mende) Published: 2024-01-20T05:00:00Z Content type: article Language: en Sources: [Tobias Mende]() Topics: [Self-organizing Team](), [Agile]() Tags: [agile](), [coaching](), [developer-experience-developer-productivity-engineering-leadership-high-purpose-environments-lea](), [manager](), [motivation](), [organizational-structure](), [organizations](), [self-organizing](), [teams]() ### AI overview The article argues that self-organizing companies need coaching roles beyond traditional management and classic agile coaching. It presents self-organization as a way to improve organizational adaptability and create more impact, enjoyment, and human connection at work. ### Source excerpt Self-organizing companies don't need managers but coaches If you are a manager or consider managing teams and organizations a significant part of your profession, the title will likely cause a feeling of rejection or a strong disagreement. I invite you to read on anyway. ## Head of Engineering vs VP vs CTO DevFeed: [Head of Engineering vs VP vs CTO]() Original publisher: [Read original article]() Author: Pedro Gil Carvalho Published: 2023-07-21T12:05:21Z Content type: opinion Language: en Sources: [Pedro Gil Carvalho]() Topics: [structure](), [Job]() Tags: [developers](), [engineering](), [executive](), [executive-leadership](), [founders](), [growth](), [hiring](), [leadership](), [management](), [organizational-structure]() ### AI overview An analysis of how CTO, Head of Engineering, and VP of Engineering roles vary across companies and change as technology organizations grow. It discusses the division between strategic, founder-facing leadership and execution-focused engineering management. ### Source excerpt In my previous issue I went over entry-level leadership roles. Today I'll try to disambiguate the three most common senior ones.