The role of the manager in
modern tech organizations
Stretch, Budapest, December 6, 2013
Andreas Ehn <ehn@wrapp.com>
TV Commercials

Internet ads

Mobile banners

In the 1950s, people read
radio ads aloud on television

In the 1990s, peopl...
2.32 million users

27 million vouchers!
claimed/shared

2.34 million vouchers!
used in stores
CEO
VP
Prod

Team
Dev
lead

CTO
VP
Eng

Chief
architect

Dev

Dev

Designer
CTO!

VP Engineering!

• An architect, a thinker, a researcher, a
tester and a tinkerer!

• Runs the engineering team on a...
CEO
VP
Prod

Team
Dev
lead

CTO
VP
Eng

Chief
architect

Dev

Dev

Designer
Communication
Prioritization
The traditional manager
•

Makes most decisions by him-/
herself

•

Over-specifies

•

Tells you what to do in detail

•

...
The problem
•

Generalists without a lot of
domain knowledge make most
decisions

•

Little room for experimentation

•

N...
What to do instead?

•

Decentralize

•

Enable and empower
Decentralize
•

Push decisions
“downwards”

•

Empower individuals
and small teams to
make decisions and
build end-to-end
...
Enable and empower
•

Be a problem solver,
remove blockers

•

Channel communication
with other parts of the
organization
Problems (and solutions)
•

Expectations – very important to
manage expectations for the
rest of the organization

•

Cons...
Minimum viable features
•

Experimentation is only
feasible if tested/
validated against reality
frequently

•

Short iter...
Avoiding getting stuck in a
local maximum
•

How do you avoid
limiting yourself to a hillclimbing approach that
risks gett...
Hacking

•

Hack days, hack
weeks, 20% time

•

Maybe all the time
should be for hacking?
Is anyone really doing this?
Haier without middle
management
•

Now Zhang Ruimin, who turned the
company into its current success, has
eliminated the fi...
CERN
•

Goals are well defined (find the
Higgs boson), but not the way
to get there; individual design
decisions are put off...
But…
•

Is it easier for companies
that have a perfect fit
between what developers
and customers want
(GitHub, Valve) than ...
Thank you!
Andreas Ehn
ehn@wrapp.com
@ehn
Stretch 2013: The role of the manager in modern tech organizations
Stretch 2013: The role of the manager in modern tech organizations
Stretch 2013: The role of the manager in modern tech organizations
Stretch 2013: The role of the manager in modern tech organizations
Stretch 2013: The role of the manager in modern tech organizations
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Stretch 2013: The role of the manager in modern tech organizations

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The original deck included a lot of builds, which made some of the reasoning clearer

Published in: Technology, Business

Stretch 2013: The role of the manager in modern tech organizations

  1. 1. The role of the manager in modern tech organizations Stretch, Budapest, December 6, 2013 Andreas Ehn <ehn@wrapp.com>
  2. 2. TV Commercials Internet ads Mobile banners In the 1950s, people read radio ads aloud on television In the 1990s, people launched static newspaper ads online Today, we put website banners on mobile phones Give free & paid gifts Claim promotions Discover & follow brands Get updates
  3. 3. 2.32 million users 27 million vouchers! claimed/shared 2.34 million vouchers! used in stores
  4. 4. CEO VP Prod Team Dev lead CTO VP Eng Chief architect Dev Dev Designer
  5. 5. CTO! VP Engineering! • An architect, a thinker, a researcher, a tester and a tinkerer! • Runs the engineering team on a dayto-day basis! • “Usually can’t manage their way out of a paper bag, but have huge vision, the ability to pull an all-nighter and crank out a rough prototype, have the unique ability to translate complex/abstract thoughts into simple English for a nontechnical end-user, and a willingness to get up in front of 1,000 people and talk about the latest greatest thing they are working on/thinking about”! • Process/management gods (and goddesses)! • Totally focused on building and shipping products! • Should have an engineering background, but isn’t necessarily the strongest tech person on the team • Happy to work collaboratively with the VP Engineering while leaving the engineering team completely alone Fred Wilson: http://www.avc.com/a_vc/2011/10/vp-engineering-vs-cto.html! Brad Feld: http://www.feld.com/wp/archives/2007/10/cto-vs-vp-engineering.html
  6. 6. CEO VP Prod Team Dev lead CTO VP Eng Chief architect Dev Dev Designer
  7. 7. Communication Prioritization
  8. 8. The traditional manager • Makes most decisions by him-/ herself • Over-specifies • Tells you what to do in detail • Tells you when it should be done or, at best, requires you to say when it will be done
  9. 9. The problem • Generalists without a lot of domain knowledge make most decisions • Little room for experimentation • No validation of different options against real data • Communication is highly directed and often inefficiently routed
  10. 10. What to do instead? • Decentralize • Enable and empower
  11. 11. Decentralize • Push decisions “downwards” • Empower individuals and small teams to make decisions and build end-to-end features • At the most, decide on what, never how
  12. 12. Enable and empower • Be a problem solver, remove blockers • Channel communication with other parts of the organization
  13. 13. Problems (and solutions) • Expectations – very important to manage expectations for the rest of the organization • Consistency – have architect and UX roles that span across teams • Focus – clearly define, explain and argue for the company vision; convince rather than force • Stay the course on the vision, but experiment on the implementation
  14. 14. Minimum viable features • Experimentation is only feasible if tested/ validated against reality frequently • Short iterations; well defined, testable goals • Readjust course quickly • Easier to keep the rest of the org up to speed
  15. 15. Avoiding getting stuck in a local maximum • How do you avoid limiting yourself to a hillclimbing approach that risks getting stuck in a local maximum? • Allow for a bit of craziness – injecting randomness into the system
  16. 16. Hacking • Hack days, hack weeks, 20% time • Maybe all the time should be for hacking?
  17. 17. Is anyone really doing this?
  18. 18. Haier without middle management • Now Zhang Ruimin, who turned the company into its current success, has eliminated the firm’s entire middle management • “In the past, employees waited to hear from the boss; now, they listen to the customer.” • The firm’s 80,000 employees are now organized into 2,000 zi zhu jing ying ti (ZZJYTs): self-managed teams that perform many different roles. Each is responsible for profit and loss, and individuals are paid on performance • “An unsteady and dynamic environment is the best way to keep everyone flexible.”
  19. 19. CERN • Goals are well defined (find the Higgs boson), but not the way to get there; individual design decisions are put off for as long as possible, which lets the project “absorb uncertainty” • Teams with rival proposals spar publicly, forcing all the boffins to articulate their assumptions, justify their choices and learn enough about their rivals’ ideas to criticize them at length
  20. 20. But… • Is it easier for companies that have a perfect fit between what developers and customers want (GitHub, Valve) than for companies building for a different audience (Stardoll, Wrapp)? • How to achieve product– market fit? VP Product as translator?
  21. 21. Thank you! Andreas Ehn ehn@wrapp.com @ehn

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