In hindsight, what would you do differently when setting up your platform engineering function?
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Senior Director Engineering in Travel and Hospitality2 years ago
Create them as federated teams... they govern edge cases, but promote distributed ownership
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We’re currently evaluating alternative Microsoft Licensing Solution Providers (LSPs) due to ongoing dissatisfaction with our current partner under our Enterprise Agreement (EA). As we look to make a change, we’re hoping to learn from others in the community who have navigated similar transitions. We’re particularly interested in your experiences with: • LSPs that provide more than just transactional value — Have you worked with an LSP that offered strategic guidance, proactive support, or added value beyond licensing fulfillment? • Partner delays due to LSP involvement — Have you encountered inefficiencies or delays when your consulting partner had to coordinate through an LSP? How did you address this? • Hybrid approaches — Has anyone adopted a model where the LSP handles licensing while a separate consulting partner provides strategic or technical support? How has that worked in practice? Any recommendations, red flags, or lessons learned would be greatly appreciated. We’re aiming to ensure we’re getting the best support and strategic alignment possible moving forward.
CTO31%
CIO50%
Neither9%
Not sure6%
Other (please share below!)2%
What business outcomes would justify adding another title (like chief digital or transformation officer) to your role instead of hiring someone else to perform that function? Are there certain industries where this makes more sense than others?
Do you struggle to get buy-in to hire project managers and program managers to your IT team at your organization?
Yes45%
Somewhat41%
No12%
Many things, specifically if you are coming new into the platform engineering space. My top recommendations: 1) align the work to customer outcomes, not technology output, along with the right metrics of success for the team. 2) organize the team to minimize friction to achieve those customer outcomes, team topology is fundamental in delivering the expected results 3) developer experience at the core, you want the engineering team to avoid wasting time and energy and reuse components and accelerate time to market, plus good engineers stay if their work is pleasant. This is not about a portal only but also the CI/CD practices to succeed im delivering great products 4) a cohesive approach and proximity to PO/PM is key to deliver customer outcomes versus engineering output only. As always, context is everything so surely will miss many things when double clicking into the details of each case.