[r1b]

Thanks for sharing this. We are going through a similar organizational shift at $JOB where a large team has been split into several sub-teams that own services. It was valuable to see how you adapted the on-call rotation to this new structure.

On using a public channel for coordinating incident response, we have struggled in the past with stakeholders joining the meeting and offering well intended but ultimately distracting input during the incident. We’ve found it best to have one responder play the role of “incident commander” and manage external communication / rope in more stakeholders as needed. This helps avoid conditions that make the incident even more stressful, like say a member of upper management demanding frequent updates or spreading FUD.