I understand you are highlighting the choice of organising around customer need vs organising around technology capability. Perhaps you are trying to explain this, but I don’t think it’s as simple as organising around customer need = good, organising around technology capability = bad. Wardley Mapping is my tool of choice for figuring this balance out. If you organising purely around customer need, you end up with lots of duplication in your tech stack. If you organise purely around technology capability, you lose customer focus. But within a value chain, there are a series of customers with teams delivering lower level platforms or components to higher order Products, so there is never a single customer. Using Wardley Mapping you can segment your architecture based on evolution and visibility to an end customer. It allows you to deduplicate where it makes sense, maintain duplication where you need divergence of solutions to test ideas and minimise dependencies.