How teams are organised, and what that does to the product: cross-functional over feature-shaped, scope that shifts on purpose, and the way new tools change who decides what.
Software development has always been organized around the implicit assumption that building is hard, expensive and slow. Discovery, strategy and validation have often adapted to that constraint. Today, that assumption is starting to break.
Being part of a delivery team can create sustainability challenges, both organizationally and mentally. We often blame context switching for disrupting otherwise well-led sprints. It fragments attention, reduces productivity, and can lead to burnout. But there’s another tendency to watch out for.