This is a follow-up to an earlier post, Platform Peril

I once worked for an ambitious company that aimed to create a new type of web service. We ultimately succeeded, despite the tale I am about to tell.

Book the First: Reusable Code

Our company had developed some core capabilities in an obscure vertical market which showed some promise to investors. My group made money by applying our special skills to mostly fixed price software development contracts. It was decided that we should roll up all of our capabilities into a software platform of libraries and specialized data processing tools which I will call Platform LG. The project goals for LG were:

  1. Speed development of all projects
  2. License LG to our biggest customers for their own internal and external projects
  3. Reduce operational costs by standardizing our internal support infrastructure

These are the standard reasons to invest in reusable code projects. Unfortunately, the project suffered from the standard reasons that such projects get into trouble:

  1. Behind schedule. Big, ambitious reusable code projects are notoriously hard to manage, especially in a dynamic environment where requirements are uncertain. Worse still, the schedule slips are very expensive, because ongoing projects are affected. A lot of people relied on LG.
  2. Last year’s requirements. LG failed to meet the needs of our newest, biggest project. The platform was slow, ran on the wrong operating system and wasn’t sufficiently customizable to support the new requirements.
  3. Packaging the platform for use by our big customers exacerbated the other problems because the effort necessary to productize the code made it harder to respond to new requirements.

Thus, the LG failed to meet two of its three goals. As a result, our biggest project, which I will call Operation Bandwagon, decided to abandon the platform, instead resurrecting some old code and creating custom capabilities tailored exactly to their own needs.

Lesson 1. Platforms are expensive and slow to adapt to new requirements. They are best used in situations where requirements are well understood and relatively constant.

Book the Second: Operation Bandwagon

Operation Bandwagon focused on building an application, not a platform and so was able to create a great deal of new and innovative features very quickly with a small team. To some people in management, it made the LG look bad. This should have been no surprise however, since Bandwagon developers weren’t nearly as constrained as the LG team.

Lesson 2. It is easier and cheaper to build custom code than reusable code.

Book the Third: Platform Redux

Within a year, Bandwagon was a smash hit. During that time, the software development organization was split into two competing and antagonistic groups. The Bandwagon core code began to get the petrified feel of a platform. Unlike the LG however, Bandwagon was originally conceived as an custom application, and then retrofitted to act like a platform – and it showed.

Meanwhile, LG had finally grown into its own as a stable and capable base on which to build applications. The company now had two competing platforms, complete with release and support organizations. We were paying through the nose for the original schism.

Lesson 3. Pay attention! People love to build platforms, but there should be only one.

Book the Fourth: Unification

It was left to a small bad of brave developers to reunite the two warring platforms, a process that took years to accomplish. I wasn’t there to witness the effort, but I’ve heard stories. Some claim that good ultimately won out over evil. Others say that the two were synergistically merged into a new platform that was better than the individuals combined.


Dickens’ A Tale Of Two Cities is a tragic story centered on the French Revolution. Like its namesake, our story has a bittersweet ending. It was the best of times. We built some truly remarkable software. But it was the worst of times too. If we had been more careful we could accomplished much, much more.


History seems doomed to repeat itself. Revolutions come and go and so do tech bubbles. Two years later, I found myself enmeshed in platform peril that was weirdly similar to Bandwagon vs LG.

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