AI has made building easier.
But building the right thing is still hard.
Ten articles every week on what is happening across product, research, design and engineering. Curated by Rory Madden to help teams decide what to build.
Explore the editions ↓The archive
If we move to long-lived, decentralised teams, what happens to the functional managers who were leading the functions? People belong to their team now, and not a function anymore so there is no need for resource allocation and budgeting.
Read edition ↗I think the term "Product Team" is often misused in the software industry. Often it is used interchangeably with the teams building the product. However, a product is typically too large for a single team to build, requiring multiple teams to focus on different value streams. The
Read edition ↗"Empowerment sounds great on paper, but just telling teams 'you're empowered now, go build great things!' is a recipe for disaster" Ever heard this pushback before?
Read edition ↗Centralised decision-making in product development may seem effective initially, just as the Soviet Union out-grew the US economy for almost two decades, but it ultimately stifles innovation and adaptability.
Read edition ↗Developer platforms are designed to accelerate software delivery by standardizing tools, workflows, and infrastructure, reducing cognitive load for teams. However, when platforms become overly prescriptive, they can stifle innovation and slow down progress.
Read edition ↗According to the 2021 Design Systems Survey, only 40% of the systems were successful. Design systems often fail despite their potential to drive consistency and efficiency, not due to poor quality but due to low adoption.
Read edition ↗I think this one might annoy some of the readers out there, but the Center of Excellence (CoE) model is an anti-pattern, particularly when related to a service that every product team needs like Research, Design or DevOps.
Read edition ↗In 1996 the Standish Group released the Chaos Report which showed that 40% of IT projects failed and a further 33% were challenged (over-time and over-budget).
Read edition ↗Our organsiational structures and management practices exist because they were the most successful way of working in the 20th Century. Unfortunately they are no longer the best fit given the expectations of the world today.
Read edition ↗Ford was the poster-child for the benefits of the assembly line way of working. But the approach of breaking down every process into its constituent parts, then optimising each one separately is now backfiring.
Read edition ↗When companies like Airbnb and Netflix measured the success rate of new features they found that only 8-10% achieved the expected benefits.
Read edition ↗Before we can improve efficiency we need to first agree on our definition of efficiency. Many companies look at team utilisation (% of time allocated to capitalisable projects) and predictability metrics (on-time and on-budget). But research from the DevOps Research and Assessmen
Read edition ↗One of the big risks of empowering teams is that you lose the centralised control over the system architecture. Empowered teams require the ability to go from idea to satisfied customers without relying on external approvals like architecture reviews. So how do companies prevent
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