Most engineering organisations do not fail because their developers are untalented.
They fail because their communication structures, ownership boundaries, and operational dependencies create friction that compounds over time.
A deployment takes three weeks because four teams must approve it. A platform team becomes a ticket queue instead of a product team. Stream-aligned teams spend more time negotiating dependencies than shipping software. Cognitive overload silently accumulates until incident frequency rises and delivery velocity collapses.
These are not tooling problems.
They are topology problems.
