This seems like a very deliberate model - I imagine that a lot of companies accidentally end up with a divisional structure just based on how their company grows.
For those who have experience with this - what are the fitness functions for common infrastructure - i.e. things that are difficult to tie directly to P&L? For example, the teams maintaining the logging system or the release flags service? I would think there are two metrics you'd want to combine in some way: adoption and then SLOs.
Likewise, on the front-end there is probably a lot of cross cutting work to present a unified product to the customers - how does that work in this model?
If you can convert time into money, everything can be tied to the P&L.
SLOs and time-to-close and telemetry to measure process step times against milestones can all be converted into a shadow P&L, which you can compare against actuals.
For those who have experience with this - what are the fitness functions for common infrastructure - i.e. things that are difficult to tie directly to P&L? For example, the teams maintaining the logging system or the release flags service? I would think there are two metrics you'd want to combine in some way: adoption and then SLOs.
Likewise, on the front-end there is probably a lot of cross cutting work to present a unified product to the customers - how does that work in this model?