Organization

Organization dimension

The organization dimension covers what makes a platform last. Who decides what gets collected, who pays, who maintains it, and how do you stop every team from reinventing its own stack? In my view, when a platform is abandoned after a few years, it is more often because nobody settled these questions than for a technical reason.

The diagram takes three of them and the answers the chapters offer.

flowchart LR
  Q1["Who decides?"] --> A1["What gets collected"] --> R1["Data contracts<br/>checked in CI"]
  Q2["Who pays?"] --> A2["The telemetry<br/>budget"] --> R2["Business sponsor,<br/>budget beyond IT"]
  Q3["Who owns?"] --> A3["Platform,<br/>alerts, SLOs"] --> R3["Team model,<br/>SLOs between teams"]

Published and upcoming chapters

Chapter	What you learn to do	Status
Team models	choose between platform team, center of excellence and federated model	published
Telemetry governance	set up data contracts checked in continuous integration	published
SLOs as a contract between teams	align product, development and operations on shared objectives	planned
Governance by the CIO	four-phase roadmap, co-built RACI, defensible purchasing choice	CIO path, lesson 3
Maturity model	assess where the organization stands and prioritize next steps	a governance grid is in the CIO path, lesson 3; dedicated chapter planned
Observability and regulation	meet DORA, NIS2 and AI Act requirements	CIO path, lesson 2; for AI, the evidence matrix
Who owns AI observability	RACI across platform, ML, security, product and compliance	GenAI method, part VII
Running a platform migration	switch tools without losing history or team trust	planned

Where you stand

The RACI matrix and the NIS2 self-assessment provide tooling for governance. The maturity self-assessment gives a level per dimension and highlights gaps, such as an advanced technical stack nobody owns. The clickable architecture offers a “who owns what” layer.