News! I was part of a RIF at my current employer (Toast). Look for some great folks who may be looking for roles. I'll follow up when there's a spreadsheet, etc. Here's a bit about what I'm looking for if you see anything interesting. I'm in no rush, though—I've been going hard since I started at Amplitude in late 2018.
John, wishing you the very best in whatever comes next. I’ve been thinking a lot about coherence across frames - and I’m very excited to learn more as you explore & share about that topic.
“the structure vs. individual debate becomes a blocker—if not the primary blocker—to deeper understanding and progress” - I wish more people understood this.harmony comes through integrating these views not putting them into conflict
Wherever you land next will not know how good they will have it. I love that you bring a growth mindset to product development. We don't talk about this stuff enough and it leads to wasted effort, bad product / market fit, bad product quality and most importantly unhappy teams. thank you for leading the charge for change.
I really enjoyed this article and wanted to share something that came to my mind. When I read, "We can be more effective when strategy, organizational structure, and systems architecture are congruent." I immediately thought about creating "shared context" in regards to the same concept, but more re: the people.
John, so thoughtful and insightful as ever. I so enjoy reading your posts.
Capabilities - the hidden productivity superpower , particularly when looking in scale. I like this as “people” in some sense are pulled out of the equation. That sounds dehumanizing but bias , beliefs etc can cause tremendous dysfunction when you are trying to figure out the best org design. If you start with core capabilities you need then verticals , reporting lines are removed and free the org to greater heights or productivity. I can’t emphasize enough that at least some focus on a capability view is essential.
Thanks for continuing to think-in-public John - I hope you find a good next opportunity whenever the time is right. I don't come from a product background or get too heavily involved with the product team in my organisation but I really enjoy your newsletter and always find your reflections interesting, insightful and practical. Thanks again!
Sorry to hear John. I have truly enjoyed your content and if there is anything I can do to help (for e.g. connect you to folks at Uber) plmk #hanginthere
John, wishing you the very best in whatever comes next. I’ve been thinking a lot about coherence across frames - and I’m very excited to learn more as you explore & share about that topic.
“the structure vs. individual debate becomes a blocker—if not the primary blocker—to deeper understanding and progress” - I wish more people understood this.harmony comes through integrating these views not putting them into conflict
I'm sorry to hear about the RIF, John, and best of luck to you for your next chapter
Hope this helps with the reflection and way forward https://ethnographicmind.com/straight-talk-for-hard-times/
Wherever you land next will not know how good they will have it. I love that you bring a growth mindset to product development. We don't talk about this stuff enough and it leads to wasted effort, bad product / market fit, bad product quality and most importantly unhappy teams. thank you for leading the charge for change.
Sorry to hear about this, John. Wishing you the very best!
I really enjoyed this article and wanted to share something that came to my mind. When I read, "We can be more effective when strategy, organizational structure, and systems architecture are congruent." I immediately thought about creating "shared context" in regards to the same concept, but more re: the people.
John, so thoughtful and insightful as ever. I so enjoy reading your posts.
Capabilities - the hidden productivity superpower , particularly when looking in scale. I like this as “people” in some sense are pulled out of the equation. That sounds dehumanizing but bias , beliefs etc can cause tremendous dysfunction when you are trying to figure out the best org design. If you start with core capabilities you need then verticals , reporting lines are removed and free the org to greater heights or productivity. I can’t emphasize enough that at least some focus on a capability view is essential.
Thanks for continuing to think-in-public John - I hope you find a good next opportunity whenever the time is right. I don't come from a product background or get too heavily involved with the product team in my organisation but I really enjoy your newsletter and always find your reflections interesting, insightful and practical. Thanks again!
Sorry to hear John. I have truly enjoyed your content and if there is anything I can do to help (for e.g. connect you to folks at Uber) plmk #hanginthere
Sorry to hear, but I'm sure you'll find something great! I survive the PE RIF last year but finally quit so I can properly reflect myself. Peace!