# reorganization Published articles for reorganization. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## The EF's new structure DevFeed: [The EF's new structure]() Original publisher: [Read original article]() Author: Ethereum Foundation Management Published: 2026-06-23T00:00:00Z Content type: article Language: en Sources: [Ethereum Foundation Blog]() Topics: [Ethereum](), [Architecture & Design](), [Open Source](), [Security](), [Post-Quantum]() Tags: [ethereum](), [management](), [open-source](), [operations](), [organizational](), [people](), [post-quantum](), [reorganization](), [security](), [structure](), [teams]() ### AI overview The Ethereum Foundation describes a new organizational structure created through a months-long reorganization implementing its Mandate and Treasury Management Policy. The structure includes work clusters covering protocol, access, users, community, institutions, operations, and management, while 54 colleagues leave the foundation. ### Source excerpt Today, the EF is changing shape, concluding a months-long process of reorganization as part of the implementation of the Mandate and the Treasury Management Policy. We come out of this process with the structure, activities, and people necessary for execution on the critical tasks ahead of us, but also... ## How the BBC Reorganized for Its WebCore Website Initiative DevFeed: [How the BBC Reorganized for Its WebCore Website Initiative]() Original publisher: [Read original article]() Author: Graeme Lindsay Published: 2022-03-07T11:18:47Z Content type: article Language: en Sources: [BBC]() Topics: [Website](), [Cloud](), [Serverless](), [Development](), [User Experience]() Tags: [cloud](), [conways-law](), [engineering](), [platform-engineering](), [refactor](), [reorganization](), [serverless](), [team-topologies](), [user-experience]() ### AI overview The BBC describes how its WebCore initiative to reimagine BBC Online required organizational changes alongside technical work. The article discusses the history of separate digital-service teams, duplicated capabilities and maintenance costs, and the role of shared platforms and team interactions in creating a single website strategy. ### Source excerpt Changing the organisation -- to build the technology right.In earlier blog posts, we explored how we moved BBC online to the cloud. This was part of a wider initiative called WebCore, which used a range of serverless technologies to reimagine the BBC website. There were technical challenges we faced integrating WebCore with our architecture, but this initiative has been as much a refactor of our organisation, with profound implications on the people within it. In this blog post, rather than focus just on the technical challenges, I want to share: Some of the organisational history that led to WebCore How we went about re-organising for success How we viewed the team topologies and interaction modes between teams How we view the role of the platform (and the Core teams who build it) in enabling many teams to interact with one another First -- some history... The BBC website is made up of several digital services, including iPlayer, Sounds, News and Sport. Each is a major service in its own right -- with millions of visits every week -- and they have grown independently of one another over several years. This was reflected in the way the organisation was shaped -- with separate departments owning each digital service. This shape meant each individual product achieved its own aims well, but it also meant the user experience across multiple services wasn't as seamless and consistent as it could have been. There were mismatched technologies and duplication between the services. Lots of features, despite being conceptually similar, were implemented multiple times -- with the total cost of maintenance also paid multiple times. Cross-cutting capabilities -- e.g., personalisation and analytics -- were major tasks that each product development team had to tackle themselves. WebCore is part of a strategy to re-imagine BBC Online and create a single website for all the digital services. Standardising onto a single technology set, building shared 'horizontal' capabilities, and sharing com ## Art of Automation: Striking a Balance DevFeed: [Art of Automation: Striking a Balance]() Original publisher: [Read original article]() Author: Matt Zukowski Published: 2017-11-30T14:06:14Z Content type: opinion Language: en Sources: [Addepar]() Topics: [Automation](), [Finance](), [Transactions](), [data]() Tags: [automation](), [data](), [finance](), [fintech](), [reorganization](), [split](), [transactions]() ### AI overview This article argues that finance cannot be fully automated because corporate transactions are variable and shaped by human creativity, legal constraints, operational costs, and approval requirements. It describes Addepar's approach of combining automation with human judgment and introduces corporate reorganizations as a case study. ### Source excerpt As engineers, we want to automate everything. It's one of our core values at Addepar. There's nothing more satisfying than seeing a huge collection of data neatly line up exactly the way you want it to, with every edge case taken care of and every peculiarity accounted for. The tricky thing, though, is that we're solving the problems of the financial world -- a system that is inherently made up of and built by people. It's laden with incentives for creativity, and we see those sparks of innovation in new products and transactions. This ingenuity is what makes finance special. But the state of perpetual flux also makes full automation impossible. At Addepar, we've decided to embrace the mindset of the financial world. We want to allow people to flex their cognitive and deductive skills, while still using automation as a guiding mechanism. We want to stay flexible and yet harness the power of computers, just like the people-centered system we're trying to model. This approach lets us stay up-to-date. In this blog post, I'm going to dive into one of the most complex and variable financial transactions we encounter at Addepar -- corporate actions -- as well as some of the lessons we've learned about incorporating human insight into our technology. The Challenge of Automating Variations Corporate reorganizations occur often. They can be some of the most high-profile and financially impactful things you hear about: Microsoft purchasing LinkedIn, Amazon purchasing Whole Foods. While certain variations are quite common, these transactions can, and do, get arbitrarily complex. There's a great deal of variance from one to another and it's no mystery why -- the flexibility on what can be done is very high. Of course, you have certain legal constraints (based on the existing assets/liabilities of the company), operational constraints (the more complicated the transaction, the more costly), and then the hurdle of getting board approval. Beyond that, though, it's pretty much an open