It’s a bit counterintuitive but I think it’s a good point that all the efforts to more and better coordination are harmful. We should have less coordination which will inevitably lead to more work between teams, but that is work you should be doing anyway. I think teams are in general very heavily underfacilitated.

I’ve been thinking along these lines and a DNA type meeting as an informal place of leadership and sparring sound great. In our case, I think I’ll call it “Debt and Architecture”.

Slack has an interesting S-Curve based approach to adopting new technologies where they mention that getting through the trough of adoption is more like product-work than anything else.