An interesting challenge I've personally run into is team dependencies vs. independent teams. When a "lane" crosses a dozen codebases, it comes with lots of baggage, nuance, expertise, etc. that is required to execute it. How frequently do you see/encourage teams to reorganize around lanes? How many lanes might a single development team be executing on at once? How then are "lane leads" empowered to operate?
Lanes change from time to time, as we learn and adapt. Of course.
I'm interested in what happens during the "oh crap" moment. That time when the business realises it's burning cash too fast and you have to do the hard work and let people go.
Can you talk about your leadership practice? How do you share the pain, how to help the ship keep running, and not sink immediately, not have the brilliant people jump ship, not have people say "oh, John hung onto his favourite leaders and engineers and shot us".
The build is exciting, the bumps, riding them is hard. Tell us more?
seems really interesting but struggled to connect to the examples - any simple metaphors that can "bring it home" - so simple a 10 year old would relate and understand?
I think intent (1), ownership (2), and stickiness (unless disrupted) (3) are the key ingredients. Take one of them away and accountability goes out of the window and followed by outcomes.
An interesting challenge I've personally run into is team dependencies vs. independent teams. When a "lane" crosses a dozen codebases, it comes with lots of baggage, nuance, expertise, etc. that is required to execute it. How frequently do you see/encourage teams to reorganize around lanes? How many lanes might a single development team be executing on at once? How then are "lane leads" empowered to operate?
Lanes change from time to time, as we learn and adapt. Of course.
I'm interested in what happens during the "oh crap" moment. That time when the business realises it's burning cash too fast and you have to do the hard work and let people go.
Can you talk about your leadership practice? How do you share the pain, how to help the ship keep running, and not sink immediately, not have the brilliant people jump ship, not have people say "oh, John hung onto his favourite leaders and engineers and shot us".
The build is exciting, the bumps, riding them is hard. Tell us more?
This is great but I’m still not totally sure what a “lane” is. What’s an example?
some potential lanes:
breadth, depth, efficiency
customer activation, broadcasted learnings, consumption of learnings
some core jobs to be done of your target persona
...customer journey stages you are trying to optimize for
basically levers you might use, and focus on on. Or drivers.
seems really interesting but struggled to connect to the examples - any simple metaphors that can "bring it home" - so simple a 10 year old would relate and understand?
some potential lanes:
breadth, depth, efficiency
customer activation, broadcasted learnings, consumption of learnings
some core jobs to be done of your target persona
...customer journey stages you are trying to optimize for
basically levers you might use, and focus on on. Or drivers.
I think intent (1), ownership (2), and stickiness (unless disrupted) (3) are the key ingredients. Take one of them away and accountability goes out of the window and followed by outcomes.