Conway's law tells us that organizations will produce designs whose structure is a copy of their communication structure. This often means that the organizational chart of an engineering team will have a profound impact on the structure of the designs of the software it produces. When a new startup begins building software, the team is small—sometimes it is comprised of just one or two engineers. In this setup, engineers work on everything, including frontend and backend systems, as well as operations. Monoliths suit this organizational structure very well, allowing engineers to work on any part of the system at any given time without moving between code bases.
As a team grows, and you start to consider the benefits of microservices, you can consider employing a technique commonly referred to as an the Inverse Conway Maneuver. This technique recommends evolving your team and organizational structure to encourage the kind of architectural style you want to see emerge. With regard to microservices, this will usually involve organizing engineers into small teams that you will eventually want to be responsible for a handful of related services. Setting your team up for this structure ahead of time can motivate engineers to build services by limiting communication and decision-making overhead within the team. Simply put, monoliths continue to exist when the cost of adding features as services is greater than the cost of adding a feature to the monolith. Organizing your teams in this way reduces the cost of developing services.
This recipe is aimed at managers and other leaders in companies who have the influence to implement changes to the structure of the organization.