This post introduces my participation report for 【エムスリー×MonotaRO】急成長メガベンチャーのエンジニア組織づくり最前線.

Here are my notes from the most impressive parts of the event:

M3's Initiatives

Things that worked well

• Creating many teams
• Leaders growing
• Autonomy

Things they didn’t need to do

• Not limiting team sizes

MonotaRO's Initiatives

Internal Tech Conference

Discussion about 敢えて公式感と敷居を高めた社内テックカンファレンスを開催する理由｜100人超のエンジニア組織の組織学習事例 - MonotaRO Tech Blog.

• 35 sessions across one day
• More interesting when limited to internal only
• Outputting is important

M3's Technology Selection Criteria

Q) Could you share your thoughts on technology selection decisions? How do you decide what parts to standardize and what not to standardize at both company-wide and product levels? I think it varies by number of people and products, but would appreciate your perspective!

A)

• Technology selection differs based on business direction
• Collaboration between internal teams
• Early adoption of microservices
• ? Release It! 本番用ソフトウェア製品の設計とデプロイのために
• コンウェイの法則と逆コンウェイの法則から組織構造を考える. この記事は、「コンウェイの法則」とその逆転の発想の「逆コンウェイの法則」について… | by Masato Ishigaki | Masato Ishigaki | Medium
• Balance sense

Interesting Keywords from M3

• Listen to everyone's opinions
• CTO - Team leader meetings (held weekly)
• Don't seek consensus
• Languages not unified, OK if 2+ people can use it
• OK if team can take responsibility
• News team m3.com uses 10 programming languages
• Support refactoring without getting business permission, do it independently
• Team leader = Playing manager (image of sports team captain)

Interesting Keywords from MonotaRO

• 10年エンジニアリングマネージャーをやって気づいた4つの大事なポイント 【EMはもっと自由でいい】 - MonotaRO Tech Blog
• Separating EM/TL roles

Self-Organization

• Q) What are M3's initiatives for teams to self-organize?
• A) Weekly reports from team leaders sharing common concerns and tips

That’s all from participating in “Building Engineering Organizations at Rapidly Growing Mega Ventures [M3 × MonotaRO]”. That’s all from the Gemba.