Collab Teams should be equipped to autonomously deliver value and resolve blockers, functioning as self-contained entities within the larger organization. With a diverse array of expertise and decision-making authority vested within the team, they will sustain momentum and efficiently overcome obstacles.

“Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.”
— Agile Manifesto

For instance, in businesses with a lot of cloud dependencies and strict access control, integrating a DevOps engineer directly into the team will avoid countless issues. For companies that rely heavily on design aesthetics, including a UX designer will prevent long feedback loops between teams. Organizations with big data models will surely benefit from adding a dedicated DBA.

This approach eliminates the need for distinct “DevOps teams,” “UX teams,” or “Data teams,” instead promoting collaboration across the company in cohesive “vertical slices.”

It may not be feasible to have certain individuals on the team full-time due to insufficient workload. These folks should either float between teams, be contracted temporarily as needed, or otherwise be readily accessible to the team. The main goal is to ensure that the team has all the necessary resources to deliver value without depending on other teams who may prioritize their own agenda over assisting the team.