Teams or functions are over-rated and are an outdated org design method for the modern product challenges. The foundation is on the intersection of different functions and not within the functions—but we try to find the intersections in Slack, Linear, or Miro workshopping.
The intersection is in designing the squads for goals and not for skills—whether for onboarding, retention, advocacy, coaching, reducing churn, or whatever it is.
I love this one, John - thank you for spelling it out so clearly!
I'm about to engage in an exercise of tri-functional modeling to see if my understanding is complete (and when I find out it isn't, I just might learn where to look to fix that).
Teams or functions are over-rated and are an outdated org design method for the modern product challenges. The foundation is on the intersection of different functions and not within the functions—but we try to find the intersections in Slack, Linear, or Miro workshopping.
The intersection is in designing the squads for goals and not for skills—whether for onboarding, retention, advocacy, coaching, reducing churn, or whatever it is.
"product manager was well-versed in the flywheel hypothesis but hadn't considered the product's actual customer journey and experience."
That doesn't sound like a diagram-choice problem.....
I love this one, John - thank you for spelling it out so clearly!
I'm about to engage in an exercise of tri-functional modeling to see if my understanding is complete (and when I find out it isn't, I just might learn where to look to fix that).