Culture at Skyscanner – Working at a Cloud Native business

In their Wired feature article Skyscanner showcase their corporate culture and define how Scottish innovators harness the Cloud to pioneer their digital businesses.

The company has enjoyed explosive growth. Born in Edinburgh in 2003 the business has quickly escalated from a startup into a global giant with over 1,000 staff and 100 million customers.

VentureBeat describes their funding rounds and 2016 acquisition by Ctrip for an eye watering £1.4 billion. In this VB interview founder Gareth Williams explains the rationale behind the sale of the business.

Squads and Tribes

In the Wired article CTO George Goodyer describes a culture and organizational model that is now known as a ‘Cloud Native’ approach.

Digital pioneers like Netflix and Amazon have entirely transformed how businesses develop and deploy software, such that they can rapidly iterate new releases at a much faster rate and thus out perform their competitors online.

This is achieved through breaking up the ‘monoliths’ of large enterprise systems into small, modular ‘microservices’ and similarly, breaking up the corporate structures that maintained them, into small, autonomous product teams.

Goodyer explains how this approach is implemented at Skyscanner through a system of ‘Squads and Tribes’:

Squads are small teams, focused on one particular part of the company’s digital infrastructure – the app design, for example, or security on the site. They’re made up of six to eight engineers, plus a line manager and, depending on the subject the squad deals with, there may also be designer, a data scientist or someone from the commercial team. Put five to ten of these squads together, and you’ve got a tribe.

The ultimate objective is empowered, accountable teams. To maintain the same startup dynamism that founded the company Goodyer needs developers that move very quickly and innovate, while still taking responsibility for and learning from mistakes that inevitably occur.

This speed can’t be achieved through a traditional departmental micro-management culture, and instead the Cloud Native ethos is one of small, self-organizing product teams, who take end-to-end ownership of the services they develop and critically, maintain as well.