The LeSS page on feature teams is a joke.
Feature teams are the result of management consultants helping management optimize for HR.
They harm the architecture by encouraging domain bleed. Preventing this requires establishing other teams to monitor the architecture.
They disconnect teams from outcomes of their work. Quality is the outcome of feedback and feature teams receive no actionable ops feedback.
They force teams to constantly re-learn the system they are working on because other teams are making changes they are unaware of.
They increase cognitive load because of the scope of the system that must be held in your head at any one time.


None of this is theory. I’ve helped re-architect a large organization and the system we were building into teams focused on single business domains. That isn’t “over-specialization.” That is a cross-conditional team with birth to death ownership of a business capability. That do that thing well and they understand the impact of their product. I have direct experience with the improvements of both delivery and quality of life because I worked in the environment I helped create. I’m not an “Agile” theorist who can screw up the lives of teams, harm the long term health of systems, collect my consulting fees, and make my boat payments.

Your topologies map is propaganda and having a team focus on the entire product as a goal demonstrates a lack of experience with large systems. It doesn’t scale beyond simple applications.