Zalando Quality Engineering Journey-From Monolith To Microservices

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Zalando Quality Engineering Journey—From

Monolith to Microservices
Accueil » Zalando Quality Engineering Journey—From Monolith to Microservices
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1 of 30 02/09/2022 10:25
Antoine Craske August 30, 2022 Quality Engineering Framework 0
Zalando had to fight for survival.
Retail being one of the sectors with the highest competition, players acting in that
space have no choice but to reinvent themselves on a continuous basis.
Zalando started in 2008 just a couple of days before the financial crisis, rapidly
expanding in countries the following years with its free shipping and 100 days
return policy.
Its technology landscape started like many companies with a monolith architecture,
but faced limitations from 2013 requiring them to change their software paradigm.
This article shares Zalando’s Quality Engineering transformation journey and the
business and technology outcomes part of their today’s competitive advantage.
Follow the QE Unit for more Quality Engineering.
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1. The initial architecture supports the business growth Policy. You may unsubscribe at any time.
2 of 30 02/09/2022 10:25
2. The monolith starts to limit business scalability

3. Zalando initiates its journey to Quality Engineering
3.1. Methods enables Rapid Feature Development flow
3.1.1. User Experience
3.1.2. Non-functional requirements
3.1.3. Minimize late reworks
3.2. Architecture supports an accelerated distributed innovation
3.2.1. Urbanization
3.2.2. Modular services
3.2.3. Development platform
3.3. Management drives a productive and scalable collaboration
3.3.1. Radical Agility
3.3.2. Quality Culture
3.3.3. Performance Management
3.4. Organization fosters Quality at Speed interactions
3.4.1. Responsibility model
3.4.2. Team topologies
3.4.3. Quality Engineering roles
3.5. Skills enable a sustainable engineering growth
3.5.1. Cutting-Edge Technologies
3.5.2. Open-source
3.5.3. Remote-friendly organization
4. Quality Engineering Outcomes for Zalando
5. Quality Engineering Roadmap at Zalando
5.1. References
5.2. Licence
The initial architecture supports the business

growth
Zalando started its business with a monolith architecture inside a monorepo that
supported the business growth and scalability in multiple countries.
The company opened many countries with a constant rhythm, Austria in 2009,
Netherlands and France in 2010, to multiple ones afterward.
3 of 30 02/09/2022 10:25
Figure 1: The annual revenue growth and countries coverage of Zalando.
After 10 years of existence in 2018, Zalando’s key numbers were:

• 5.4 billion euros of annual revenue
• 250 million of visits per month
• 26 million active customers.
The scale represented more than 2 million orders, or 4200 orders per minute
during the Black Friday back in 2018.
The initial architecture was supporting the business with teams that, in their own
words “built their own system and added features for 5 years” without the need to
evolve.
But things changed in 2013.
The monolith starts to limit business scalability

Zalando started to feel the pains of its two monoliths five years after its creation
alongside a growth of its number of employees, especially in technology.
Interestingly, the scalability issues of the monoliths with a distributed organization

reached its limitations at 2b euros of annual revenues like Airbnb.
The teams were facing key issues: Policy. You may unsubscribe at any time.
• Lack of freedom to make local decisions
4 of 30 02/09/2022 10:25
• Decreasing ownership in the large codebase

• Overly complex system to build and evolve.
Figure 2: Zalando’s issue tree from its complex monolith architecture.
These core and underlying issues directly impacted the business in the 3 areas of
Productivity, Innovation and Growth.
Technology was shifting from a business-enabler to a business limiting factor

—something had to be done to change the negative trend until it was too late.
Zalando wanted to accelerate its software value delivery, preferring a distributed

engineering organization rather than a central one.
The traditional alternatives of architecture evolution came up:

1. Restructure the monolith
2. Evolve to a distributed architecture. By subscribing you agree to receive
Zalando took the decision #2 aligned with Conway’s law, evolving tounsubscribe
Policy. You may a distributed
at any time.
microservices architecture aligning the rest of the company.
5 of 30 02/09/2022 10:25
It is the start of their Quality Engineering journey.
Zalando initiates its journey to Quality Engineering

The transformational journey starts at Zalando with the definition of a clear vision
and strong principles on organization and technology.
“We want autonomous teams to deliver amazing products efficiently at scale.”
—Rodrigue Schafer, From Microservices to Monolith at Zalando
That vision aims to unlock the flow of innovation Zalando needs to continuously
improve its value proposition and meet the growth target.
Zalando’s transformation required the adoption of many practices that needed a

structure to keep a clear vision of the big picture.
That’s where Quality Engineering helps.
The Quality Engineering framework MAMOS structures Quality at Speed practices

on the 5 axes of Methods, Architecture, Management, Organization & Skills.
Here is the Quality Engineering Radar at Zalando adopted from 2015:

6 of 30 02/09/2022 10:25
Methods enables Rapid Feature Development flow

The software Quality at Speed flow highly depends on the collaboration efficiency
of the actors across every stage of the lifecycle, more than technology.
That’s why methodologies are more important first.
Zalando’s objective is to enable “Rapid Development Flow” by removing the most

important limiting factors faced during development.
A strong emphasis is set to “building the right thing” before “building the things
right” with Shift-left methods supporting faster experimentation cycles.
Three areas of improvements are identified:

1. User experience
2. Non-functional requirements
3. Minimize late reworks. By subscribing you agree to receive
7 of 30 02/09/2022 10:25
Figure 3: Zalando’s invested in Shift-left methodologies and continuous reviews.
User Experience
Zalando leverages specific methodologies and counter-forces to ensure a
consistent user experience especially with distributed teams and architecture.
The following methods are used for rapid value-hypothesis testing:

• Consistent User Experience with Customer Journey Maps
• Scenarios evaluation with One-Slide Problem Summary
• Prototypes extracted from Design Sprints.
Each software change is first assessed for its contribution to customer journeys, to
then retain the most valuable scenario that is tested through rapid user interface
testing.
Non-functional requirements
The second challenge is to accelerate while ensuring non-functional
communication andrequirements
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and contain the technology complexity to deliver not only Speed, but Quality
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at any
Speed.
8 of 30 02/09/2022 10:25
Aligned with the focus on the user experience, Zalando implements High-
Perceived Performance measuring performance and rendering from the customer
view.
That measurement is the foundation of delivering non-functional requirements

starting with performance, and gradually adding security, reliability through NFR
Checklist.
One example is in Compliance & Security where the 4-eyes principle, audit trails,
enforced identity and access management, and data protection are defined.
Lastly, as teams must be “autonomous and deliver with efficiency”, the Tech Radar
is set to let teams guide their choice through Adopt, Trial, Assess and Hold states.
Minimize late reworks

One main issue for Zalando is to discover late quality issues such as bugs or
unmet requirements that require a costly rework.
And the cost of rework exponentially increases with time, requiring them to detect
issues earlier to fix them at quicker and a lower cost.
The teams therefore adopts a series of reviews throughout the lifecycle:

• Architecture Reviews for making better choices early
• Peer reviews during design and implementation stages
• Production-Ready Reviews from design to before going live.
These methodologies enable them to ensure that “new functionality becomes a

new service” instead of being built into the monolith, or assess non-functional
requirements.
Continuous testing techniques are also adopted to inject minimal testing for fast
feedback loops, namely with unit test and functional test, aligned with Agile Testing.
Architecture supports an accelerated distributed innovation

Zalando’s architecture evolution from a monolith to a distributed architecture aims
to enable autonomous teams to iterate fast on value delivery.
Their starting point is a centralized organization with a tight coupling
Policy. and at any time.
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complexity that the microservices architecture aims to distribute properly, if done
9 of 30 02/09/2022 10:25
well.
The target architecture is based on these three pillars:

• Urbanization
• Modular services
• Development platform.
Figure 4: Zalando’s microservices architecture relies on 3 key pillars.
Urbanization
Technology urbanization is the city planning of the information system functions,
applications, services and flows to meet business objectives maintaining a global
consistency.
Zalando’s urbanization is based on a Distributed Architecture organized around

business domains with Domain-Driven Design (DDD) for “high cohesion and low
coupling”. communication and agree with our Privacy
Each domain supports a clear team ownership of services and data for that specific
10 of 30 02/09/2022 10:25
perimeter, and also makes them responsible to expose their data assets through
federated data layers.
Teams also adopt the “Shared concept of core business entities” to improve the
integrations and composability of services built by multiple teams.
This top-level organization is the basis for building the so-called “microservices”.
Figure 5: An urbanization of the modular Checkout service at Zalando.
Modular services
Each application part of the global application landscape is then built following the
MACH principles of Microservices, APIs, Cloud-native & SaaS & Headless.
The services integration is facilitated by the use of consumer-driven contracts and

the standard protocol REST offering modern connectors, documentation portal and
a light integration.
One key precondition is to build the services in an event-driven way with hooks
and event connectors to maximize the technical, temporal decoupling, and
scalability.

The migration from the monolith to the microservices architecture is achieved with
the Strangler Pattern enabling a gradual migration equilibrating
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11 of 30 02/09/2022 10:25
Figure 6: The architecture enabling the monolith to microservices migration at Zalando.
Development platform
Autonomous development teams delivering microservices need a good degree of
automation from the building, deployment and operational stages.
Automation is one of the important prerequisites to benefit from a microservices

architecture—without automation, it is best to stick with a modular monolith.
Zalando’s teams can provide standard Code Bootstraps that include deployment
and monitoring capabilities for approved technologies leveraging its Tech Radar.

12 of 30 02/09/2022 10:25
Figure 7: The development platform Stups.io at Zalando.
The development industrialization is also what enables them to provide a Self-

service Development Platform, and more easily add requirements like Test
Automation.
The first product is named Stups.io, a secure framework for Docker based
Application on top of Amazon Web Services for the provisioning, deployment and
monitoring of microservices.
Management drives a productive and scalable collaboration

The role of managers is more about transformational leadership to successfully
manage the valuable transition from a monolith to the distributed architecture.
The key challenge is to keep the performance while having a high degree of
change, ambiguity and business growth happening at the same time.
Zalando set the management priorities on: Policy. You may unsubscribe at any time.
• Radical Agility
13 of 30 02/09/2022 10:25
• Quality Culture
• Performance Management.
Figure 8: The pillars of Zalando Management transformation.
Radical Agility
The Agile movement has spread in a variety of organizations, alongside many
methodologies such as the Scale Agile Framework, Sociocracy, or Scrum.
Zalando needed something with more impact than a methodology to power its
autonomous teams to iterate within a defined frame across the organization.
They pick Radical Agility.

14 of 30 02/09/2022 10:25
Figure 9: The Radical Agility model building upon the Agile principles, Team Mood.
The system is based on the three pillars of Autonomy, Mastery & Purpose to
guide the team in their decisions and rapid adaptation required, from the user
experience to their skills.
Concretely, the managers implement the following practices:

• Vision to set the north star and enables its cascade in teams
• Empowerment delegating and supporting local decision-making
• Rules of play defining the interactions and decisions framework.
One example is the checkout vision cascading from the company vision as “Allow
customers to buy seamlessly and conveniently”.
Quality Culture
Delivering software aligned with the Quality Engineering paradigm requires building
better in the first place to continuously accelerate for sustainable growth.
Autonomous teams that must iterate fast with an end-to-end responsibility cannot
have the quality responsibility delegated—it must equally be their own.

“Quality is related to mindset, and it’s part of engineering. Systems that support
multi-billion-Euro companies must be engineered for Policy.
highYou quality.“
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15 of 30 02/09/2022 10:25
Zalando’s Engineering Quality Definition
This quality definition clearly makes teams responsible to build quality software in
the first place using manual and automated techniques depending on the maturity
and radar.
That moment marks the change where “QA team is a thing of the past.” and “You
and your team are responsible for your code’s behavior: There’s no other safety
net.”
Performance Management
The level of autonomy and empowerment given to enable them to iterate with much
more velocity and make decisions for ensuring the quality at speed of their
products.
The role of managers is therefore far from micromanagement that must focus on
the big picture and global consistency with the time now available.
The Quality Engineering mantra of “linking the outputs to the outcomes” is one
of the main responsibilities of managers, accountable for generating valuable
outcomes.

Figure 10: The OKRs process has been implemented as part of radical agility.
16 of 30 02/09/2022 10:25
Managers rely on performance management techniques and retrospective

mechanisms to help the team assess the value delivered and find ways to deliver
better in next iterations.
Organization fosters Quality at Speed interactions

The entire organization of Zalando is part of the change to achieve the objective of
“autonomous teams delivering amazing products.”
From business to technology, an accountability framework is set in a decentralized

organization aligned with the technology architecture and urbanization.
Minimum Viable Collaboration is the model implemented withs:

• Responsibility model
• Team Topologies
• Product, Delivery & Mastery roles.
Figure 11: Zalando’s organization evolves according to the By

technology
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Responsibility model
17 of 30 02/09/2022 10:25
The radical agility model needs a clear responsibility model for efficient and rapid
decision-making across the organization.
Each autonomous team has a defined set of decisions they can take themselves,
usually with guides and recommandations like with the tech radar.
That model of decisions limits the number of decisions raised to governance and
other board instances that are slower, and may not have enough local information.
One good example is for architecture decisions that are usually taken centrally in
many organizations, resulting in a limiting factor and frustration for the all teams.
Zalando’s approach architectural decisions with:

• Architecture team decides for global cross-platform & APIs
• Local architecture decisions are owned by cross-functional teams
• Cross-functional teams can consult architecture teams for inputs.
The responsibility of “delivering amazing products” is also not only the one of
technology or engineering—it becomes the responsibility of the team including the
business.

Figure 12: The two important elements for agility at scale by EricPolicy.
Bowman, Mc Kinsey.
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18 of 30 02/09/2022 10:25
Team topologies
The Radical Agility model is about being able to move in parallel while minimizing
the number of alignment points to keep iterating with speed.
The alignment between the company organization, technology architecture and

processes is achieved setting the right Team Topologies.
Firstly, cross-functional teams become the norm for creating autonomous teams
with an end-to-end responsibility, sometimes in the form of Feature-teams.
A scalable microservices architecture requires automation provided by a Platform

Team responsible for providing reusable software assets in a self-service way.
Lastly, interactions between the teams are designed to limit the number of
interactions following the possible models of team topologies.
Figure 13: Zalando Engineering organization with main team topologies and interactions.
Quality Engineering roles
19 of 30 02/09/2022 10:25
The last piece of organization are the evolving roles that will materialize the
concept of autonomous teams, empowerment, and mastery.
Three main roles are set:

• Product Owner
• Delivery Lead
• Practice Lead.
Each team with the end-to-end responsibility is assigned a Product Owner

responsible for the product roadmap, driving the increments, and adapts based on
experimentation.
That first role bridges the gap between business and technology teams that else
have the tendency to work on different priorities and rituals.
The role of Delivery Lead complements that transversal organization to streamline

software delivery across one or multiple teams, a needed role in the
decentralization move.
Finally, the Practice Lead is someone responsible for engineers to achieve

Mastery in their position and potential, developing their skills without having a
hierarchical role.
Skills enable a sustainable engineering growth

One of the main issues for Zalando was its old technological stack reducing the
team magnetism, ending up as a vicious cycle impeding the hiring and retention of
talent.
Zalando leveraged its migration to a microservices architecture to adopt modern

technologies and contain them with their Tech Radar.
But the company was also a pioneer with the implementation of two practices that
do improve the talent attraction and retention.
The three pillars of skills adopted are:

• Cutting-Edge Technologies
• Open-source
• Remote-friendly organization. Policy. You may unsubscribe at any time.
20 of 30 02/09/2022 10:25
Figure 14: Zalando’s skills strategy to accelerate its transformation.
Cutting-Edge Technologies
Riding a classic car is enjoyable on week-ends but it can be a nightmare in case of
mechanical issues on the road, or for everyday driving.
The same analogy can be done with software where in addition, everything that is
recent and trendy attracts more engineers to work in that context.
It was not easy to grasp the complexity and delivery processes at Zalando and
things changed with the microservices architecture allowing for more independent
deployments.
The decentralization of components with the radical agility and techniques such as
the Tech Radar enabled teams to deploy modern technologies at scale.
Open-source By subscribing you agree to receive

A few open-source solutions were deployed when it was aPolicy.
viable alternative
You may unsubscribe at any time.
compared to the commercial one, also helping the tech stack modernization and
21 of 30 02/09/2022 10:25
attraction.
But Zalando went further by making it part of its technology and skills strategy.
The company grew a series of internal products through its radical agility and
platform team to solve concrete engineering problems, usually not available in the
market.
Figure 15: Zalando’s open source dynamic, organization, and projects, Zalando.
The model was even set as “open-source first” for sharing services between
teams, increasing the modularity and interoperability of products internally and
externally.
The majority of their solutions were then open-sourced to:

• Increase the company’s technology awareness
• Contribute to the community and company brand
• Attract talents with interesting products to contribute.
The last significant advantage of open-source was to scale the development and
maintenance of their open-source products through the community with less
internal hires.
22 of 30 02/09/2022 10:25
Figure 16: Zalando has now equal or more external than internal contributions, 2018.
Remote-friendly organization
Zalando grew its engineering teams through its main “Tech Hub” located in
Germany from its roots in the country, opening smaller ones later.
Opening in other countries such as Helsinki, Zurich and Lisbon even if this last one
closed, followed to support the growth of the teams.
At that time, the organization was “remote-friendly” as providing a punctual

allowance in this model, being already different from the standard 5 days at the
office.
In 2020, the company set clear remote guidelines mainly about common sense and
rituals to implement as an organization like daily standups via chat and video, 1:1.
Quality Engineering Outcomes for Zalando

The transformation achieved by Zalando represents the impacts of Quality
Engineering when acting with transversality on the entire system.
The goal was not to build microservices, grow the teams, and evolve the
technological stack—these were only means enabling the company to thrive.
The Black Friday in 2019 let them acquire 840,000 new customers while the
accelerated cycles of software powered the NPS from -2.90 to 10.81 between Q4
2017 and Q4 2018. By subscribing you agree to receive
23 of 30 02/09/2022 10:25
Figure 17: Zalando business performance in 2018 and 2019 during the transformation.
But most importantly, Zalando had sustainable growth.
Their Quality Engineering maturity enables them to reinvent the company

architecture and value proposition continuously delivering Quality at Speed
software.
Figure 18: Zalando was able to continuously reinvent its business through you
By subscribing software.
agree to receive
Zalando was fighting for survival with a canned architecture constrained by external
24 of 30 02/09/2022 10:25
solutions, but managed to reverse the situation building up its QE capability.
That investment allowed them to grow their own business capabilities, which later
on evolved to a platform ecosystem of business services.
The initial limitations on productivity, innovation, and growth are long gone.
Quality Engineering Roadmap at Zalando

Zalando is a strong representation of what Quality Engineering is: the holistic
software paradigm allowing to reinvent companies through software.
The transformation on the five domains of MAMOS made the difference to achieve
sustainable growth, avoiding getting back to old habits or just creating more
problems.
Quality at Speed software is the competitive advantage letting them adapt faster
than competitors, testing and scaling the most valuable ideas and opportunities.
The speed at which they can adapt is like a compounding investment, and they are
continuously increasing their Quality Engineering maturity.

25 of 30 02/09/2022 10:25
Their internal development platform Stups.io evolved to Sunrise, a modern

developer portal built on top of Backstage from Spotify.
New roles like Principal Engineer also came up, as well as an experimentation
platform, personal development budget, mentoring, or micro frontends.
Yes, Quality Engineering is about challenging transformations and a never-ending

continuous improvement journey to thrive in the marketplace.
But aren’t the results worth it?
References
Adrian Bridgwater (2016), Radical Agility As A Business-Technology Principle.
Forbes.
Andrea Moretti (2022), An Introduction to the Zalando Design System. Zalando

Engineering Blog. By subscribing you agree to receive
Dan Persa (2015), From Jimmy to Microservices: Rebuilding Zalando’s Fashion
26 of 30 02/09/2022 10:25
Store. Zalando Engineering Blog.
Dan Woods (2017), How Platforms Are Neutralizing Conway’s Law. Forbes.
Eric Bowman (2016), Radical Agility 101: Study Notes. Zalando Engineering Blog.
Felix Müller (2016), Scaling Architecture @ Zalando. GOTO Con.
Gary Rafferty (2022), Growth Engineering at Zalando. Zalando Engineering Blog.
Gregor Ulm (2021), A Systematic Approach to Reducing Technical Debt. Zalando

Engineering Blog.
GunnarObst (2016), Radical agility – from command & control to purpose,

autonomy & mastery. SlideShare.
Henning Jacobs, (2022), Cloud native developer experience at Zalando. Youtube.
Jan Brockmeyer (2021), Micro Frontends: from Fragments to Renderers (Part 1).
Zalando Engineering Blog.
Jan Brockmeyer, Maxim Shirshin (2021), Micro Frontends: Deep Dive into
Rendering Engine (Part 2). Zalando Engineering Blog.
Marcel Weiß (2017), 2x by 2020: Zalando on Its Growth Ambitions. EarlyMoves.
One Decade in Zalando Tech. srcode.
Pamela Canchanya (2019), Building and Running Applications at Scale in Zalando.

InfoQ.
Pattern: Strangler application, MIcroservices.io.
Project Mosaic (2016), Microservices for the Frontend. Project Mosaic.
Radical Agility, or How To Consider Social And Ecology With Agility.

By subscribing youTeamMood.
agree to receive
Rodrigue Schafer, From Monolith to Microservices at Zalando. Youtube.
27 of 30 02/09/2022 10:25
Stephanie Cadieux and Miriam Lobis (2018), The journey to an agile organization
at Zalando. McKinsey.
Tim Kröger, Henning Jacobs (2020), How to work remotely at Zalando. Zalando
Engineering Blog.
Zalando, Our history: from start-up to grown-up. Zalando Corporate.
Zalando’s Engineering and Architecture Principles, Zalando GitHub.
Licence
The Quality Engineering Framework, Manifesto & MAMOS are licensed under a
Creative Common Attribution-NonCommercial-ShareAlike 4.0 International (CC BY-
NC-SA 4.0)
Email Address *
Without spam. Read our privacy policy for more info.
architecture, qe, qef, quality engineering

28 of 30 02/09/2022 10:25
The Microservices Adoption Roadmap

August 23, 2022
“We need microservices.” That’s one sentence heard many times wondering if they are
worth it, if we really need them,…

MACH Architecture: The Quality Engineering Guide
29 of 30 02/09/2022 10:25
August 16, 2022
MACH is about Quality Engineering. Endless debates about Microservices have gone in
Categories
Quality Engineering Framework (54)
Quality Engineering Perspectives (71)
Round Tables of Quality Engineering (8)
Story of Quality Engineering (7)
Last Posts
Zalando Quality Engineering Journey—From Monolith to Microservices
The Microservices Adoption Roadmap
MACH Architecture: The Quality Engineering Guide
The Three Pillars of Quality Engineering Microservices
Business Composability. Maximum Flexibility.
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Zalando Quality Engineering Journey—From

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Antoine Craske August 30, 2022 Quality Engineering Framework 0

Zalando had to fight for survival.

Follow the QE Unit for more Quality Engineering.

Content By subscribing you agree to receive 

2. The monolith starts to limit business scalability

The initial architecture supports the business

Figure 1: The annual revenue growth and countries coverage of Zalando.

After 10 years of existence in 2018, Zalando’s key numbers were:

But things changed in 2013.

The monolith starts to limit business scalability

Interestingly, the scalability issues of the monoliths with a distributed organization

• Lack of freedom to make local decisions

• Decreasing ownership in the large codebase

Figure 2: Zalando’s issue tree from its complex monolith architecture.

Technology was shifting from a business-enabler to a business limiting factor

Zalando wanted to accelerate its software value delivery, preferring a distributed

The traditional alternatives of architecture evolution came up:

microservices architecture aligning the rest of the company.

It is the start of their Quality Engineering journey.

Zalando initiates its journey to Quality Engineering

“We want autonomous teams to deliver amazing products efficiently at scale.”

—Rodrigue Schafer, From Microservices to Monolith at Zalando

Zalando’s transformation required the adoption of many practices that needed a

That’s where Quality Engineering helps.

The Quality Engineering framework MAMOS structures Quality at Speed practices

Here is the Quality Engineering Radar at Zalando adopted from 2015:

By subscribing you agree to receive

Methods enables Rapid Feature Development flow

That’s why methodologies are more important first.

Zalando’s objective is to enable “Rapid Development Flow” by removing the most

Three areas of improvements are identified:

Figure 3: Zalando’s invested in Shift-left methodologies and continuous reviews.

The following methods are used for rapid value-hypothesis testing:

That measurement is the foundation of delivering non-functional requirements

Minimize late reworks

The teams therefore adopts a series of reviews throughout the lifecycle:

These methodologies enable them to ensure that “new functionality becomes a

Architecture supports an accelerated distributed innovation

complexity that the microservices architecture aims to distribute properly, if done

The target architecture is based on these three pillars:

Figure 4: Zalando’s microservices architecture relies on 3 key pillars.

Zalando’s urbanization is based on a Distributed Architecture organized around

Figure 5: An urbanization of the modular Checkout service at Zalando.

The services integration is facilitated by the use of consumer-driven contracts and

By subscribing you agree to receive

Figure 6: The architecture enabling the monolith to microservices migration at Zalando.

Automation is one of the important prerequisites to benefit from a microservices

By subscribing you agree to receive

Figure 7: The development platform Stups.io at Zalando.

The development industrialization is also what enables them to provide a Self-

Management drives a productive and scalable collaboration

Figure 8: The pillars of Zalando Management transformation.

They pick Radical Agility.

By subscribing you agree to receive

Concretely, the managers implement the following practices:

By subscribing you agree to receive

Zalando’s Engineering Quality Definition

By subscribing you agree to receive

Managers rely on performance management techniques and retrospective

Organization fosters Quality at Speed interactions