Comparison
Conway's lawvsData mesh
Conway's law
the system has four services and the company has four teams, and nobody planned that.
Organisations produce designs that mirror their own communication structure. It is an observation rather than advice, and it holds because the interfaces that are easy to change are the ones inside a team and the ones that are hard are the ones between teams. It explains a great deal that looks like bad engineering: an unnecessary service boundary is often just the place where two groups found it easier to define an API than to talk every day.
Full entry →Data mesh
each domain team owns and publishes its own data products rather than throwing rows over the wall to a central data team.
An organisational approach that pushes ownership of analytical data to the teams that produce it, with a central platform providing the shared tooling and standards. It is a response to the central team becoming a bottleneck that understands none of the domains it models. It only works with genuine platform investment and enforced standards; without those it is a central bottleneck replaced by twelve incompatible ones.
Full entry →