Conway's Law and the Unexpected Power of Weak Ties
This article explores the unexpected implications of Conway's Law in team organization and project collaboration. The author argues that formal service line architectures often fail to reflect the reality of team collaboration. Many projects are driven by informal, cross-team 'weak ties', sparked by casual conversations, leading to unexpected projects and innovations. These weak ties, as described by Granovetter's 'strength of weak ties' theory, connect different teams and knowledge domains, sparking new ideas, highlighting inefficiencies, and uncovering opportunities hidden within silos. The author contrasts Slack and Microsoft Teams in their ability to foster weak ties, emphasizing the importance of choosing the right collaboration tools, as they shape team communication patterns and ultimately, product design.