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org design
You’ve outgrown your current team setup but find it hard to figure out a better one that fits your reality. When setting a new org structure it’s easy to pinpoint a few areas that are cleanly scoped and valuable, but then there is the rest. You still need
product
Hand on your heart, are you doing as much product discovery as you should? If there's a gap, you're not alone. I've worked with teams skipping product discovery because they "don't need it" or "don't have time
product
You know you need to improve product discovery in your teams. You know what good looks like, some of your leaders as well, but somehow teams are not spending enough time doing proper product discovery. Instead they work off requests from customers, from stakeholders, from the one year kind of
product
Yesterday I had a conversation with an R&D leader at a sales-led company making the shift to product-led. They were a profitable retail software company who had grown through the efforts of their sales department. The sales reps built strong relationships with potential clients and closed the deals
leadership
If you work with platforms and infrastructure, you know the struggle to get long-term investment approved. People outside your domain don’t understand the benefit of the work, or they do understand but somehow other investments take priority, and you can only motivate short-term optimization when things start going wrong.
leadership
The practice of creating Objectives and Key Results links what you do to why you do it, a simple idea that Google popularized. When implemented correctly, it works brilliantly. The implementation, though, is another story. I’ve worked at companies that introduced OKRs, removed them, switched to initiatives, then back
leadership
I've been running remote all-hands meetings for distributed teams spanning multiple time zones, cultures, and disciplines (tech and product, data and design), and I've also helped a string of leaders set up their remote all-hands. If you're not familiar, an all-hands is when all
org design
I’ve scaled three different platform teams, most recently a 100-person org serving 5,000 engineers in a 45k-person company. Lots of legacy, lots of consolidation work, lots of learning what actually works (and what doesn’t). So if you’re trying to figure out how to structure platform teams