- N people to just juggle live incidents/emergencies. Actually triage, live, why the Desantis campaign launch on Twitter isn't working. Give the server more RAM, spin up more instances, pray it works.
- M+N people to do the work to prevent the incidents/emergencies (maintenance). Actually ensure the next big giant event on the streaming service doesn't cause failures. Create automatic scaling up of new capacity as needed. But avoid overprovisioning and costing the company a bazillion $$. Get to the bottom of what triggered the incident. Build practices, runbooks, etc the next time this happens.
- M+N+L people to actually create new stuff. Create a new feature on the live streaming service to comment or somesuch. (and all the work M+N people do to handle incidents with this new feature)
So X * (M+N+L) people if every product area is trying to create new stuff.
But the reality is most teams have T people where M < T < (M+N+L). Which is very company dependent.
Spotify has dozens of consumer facing product areas. Probably many more for creators, record labels, admins, etc etc
The same as in any big company: going through hordes of small/medium/large initiatives being pushed around by multiple orgs inside the larger org to achieve a goal set by the C-level.
Seriously, what do you expect the answer to be? Have you worked in any large org with thousands of employees? They are all pretty similar, there's tech debt, there's new initiatives, there is maintenance to be done. You need to work in one to understand how the whole machine works, there's no simple answer to be given on HN about what they are all up to, it's a mix of all of the above as it'd be in any large org...
- N people to just juggle live incidents/emergencies. Actually triage, live, why the Desantis campaign launch on Twitter isn't working. Give the server more RAM, spin up more instances, pray it works.
- M+N people to do the work to prevent the incidents/emergencies (maintenance). Actually ensure the next big giant event on the streaming service doesn't cause failures. Create automatic scaling up of new capacity as needed. But avoid overprovisioning and costing the company a bazillion $$. Get to the bottom of what triggered the incident. Build practices, runbooks, etc the next time this happens.
- M+N+L people to actually create new stuff. Create a new feature on the live streaming service to comment or somesuch. (and all the work M+N people do to handle incidents with this new feature)
So X * (M+N+L) people if every product area is trying to create new stuff.
But the reality is most teams have T people where M < T < (M+N+L). Which is very company dependent.
Spotify has dozens of consumer facing product areas. Probably many more for creators, record labels, admins, etc etc