You don’t make great products because you want to make great products. You make great products by creating the conditions in a company where great products are produced. Therefore project, and organizational structure and incentives are an integral part of creating great products. There is a term for this called Conway’s law
: “Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization’s communication structure.”
The prime example of this working out wrong is the Samsung Galaxy S7 which, out of the box, shipped with two email apps, two music services, two photo-viewing apps, two messaging apps, two browsers, and fighting wireless payment services. Nobody would create a product with such a terrible user experience, but a unique organizational structure, a partnership between Google, Samsung, and Verizon, enabled this conclusion.
- Most teams are being allowed to choose their way of working.
- Team autonomy and high satisfaction seemed to be correlated
- JIRA has been mentioned mostly with negative associations. Being able to get things done without working much with JIRA was mentioned as a positive. 🙊
- Engineers lead most projects: either a tech lead or an engineer on the team taking the lead.
- Most of them have never used Scrum or SAFe. Mostly because leveraging competent teams comes through giving them the freedom to choose how to operate.
While we’re talking about creating great products, Trond Aasen from Sparebanken Vest shares how real feedback from real customers is the best way to kill what’s not working in products: It’s the small things that matter.
- Why Microsoft’s Reorganization Is a Bad Idea (2013) Link
- Apple’s Organizational Crossroads (2016) Link