Scaling an engineering organization from 10 to 100 people is no small feat. It requires thoughtful planning, careful execution, and a willingness to experiment and learn from mistakes. But, by adopting the principles of dynamic reteaming, Team Topologies, and “An Elegant Puzzle”, engineering leaders can create a high-performing team that can deliver innovative solutions at scale. At the heart of dynamic reteaming is the idea of creating adaptable teams that can respond quickly to changing business needs and challenges.

As organizations grow and evolve, it’s natural for engineering teams to go through periods of reorganization. However, if not done properly, these reorganizations can actually do more harm than good. In this blog post, I’ll explore some of the antipatterns of reorganizing engineering teams and provide some tips on how to avoid them. Antipattern #1: Reorganizing for the sake of reorganizing Sometimes organizations fall into the trap of thinking that reorganizing is a way to shake things up and spark innovation.