When Product meets Engineering :: Landing Festival Berlin 2019
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This document proposes combining product and engineering teams rather than separating them into different departments. It argues that doing so avoids issues like multiple objectives, exclusionary meetings, and unclear responsibilities. Combined teams maximize motivation, minimize silos, and keep a startup mindset focused on speed to market and the customer. Some successful companies already organize this way around their strategy rather than roles.
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When Product meets Engineering :: Landing Festival Berlin 2019
- 1. When Product meets Engineering 03 - 04 April 2019 - Berlin, Germany
- 2. When Engineering meets Product 03 - 04 April 2019 - Berlin, Germany
- 3. Hi there! I’m Pedro! Engineering Director @ Impact-driven person Jack of All Trades, Master of Some Agile, Lean and DevOps aficionado 10+ years of experience running engineering teams
- 4. Hi there! I’m Pedro! Engineering Director @ Impact-driven person Jack of All Trades, Master of Some Agile, Lean and DevOps aficionado 10+ years of experience running engineering teams 5
- 5. And a few years ago I wondered! Why is this the typical structure of Software Engineering organizations?
- 6. CEO VP Product Product Director Product Manager Product Manager Associate Product Manager Product Director … … VP Engineering Engineering Director Engineering Manager Engineering Team Engineering Team Engineering Manager … Engineering Director ...
- 7. 2630 BC–2611 BC The date of one of the first records of an “organization” that separated Product from Engineering Source: http://www.timelineindex.com/content/view/1178
- 14. More recently A few more examples of separated areas
- 17. Don’t split your value chain!
- 18. So I had a crazy idea! What if… Product and Engineering would be combined and not separated in different areas / departments of an organization?
- 19. Engineering without Product The following, 130 characters, one liner, C program, shows current time using text-art: main(_){_^448&&main(-~_);putchar(--_%64?32|-~7[__TIME__-_/8%8][">'txiZ^(~z?"-48]>>";;;====~$::199"[_*2&8|_/64]/(_&2?1:8)%8&1:10);} Source: http://www.ioccc.org/years.html#2006
- 20. Engineering without Product !!!!!! !!!!!! !!!!!! !!!!!! !!!! !!!!!! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !!!! !!!! !! !! !! !! !! !! !!!! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !! !!!! !!!!!! !!!!!! !!!!!! !!!!!! !!!!!! Source: http://www.ioccc.org/years.html#2006
- 21. Product without Engineering The following watch was shipped 19.5 million times in 2018 Source: https://www.phonearena.com/news/Apple-Watch-Series-4-sales-report_id109181
- 22. Product without Engineering Source: https://www.phonearena.com/news/Apple-Watch-Series-4-sales-report_id109181
- 23. So now that (hopefully) you are convinced and agreeing with me How would I see an Software Engineering organization's structure?
- 24. CEO VP Acquisition Product Engineering Director Product Engineering Manager Product Engineering Team … … … VP Retention VP Monetization Product Engineering Director Product Engineering Manager Product Engineering Team Product Engineering Team Product Engineering Manager … Product Engineering Director ... VP Platform
- 25. And you ask: WIIFM?
- 26. And you ask: What’s in it for me? Why should I care?
- 27. Avoids multiple sources of OKRs/KPIs Engineering Team ... Engineering Product CEO >> VP Product vs VP Engineering vs VP Customer Services
- 28. By having straight forward OKRs/KPIs CEO >> VPs >> Directors >> Managers >> Teams Increase ARR by X% Acquire P% of logos Deliver customer commitment ABC Increase CSAT by Y% Retain T% of logos Launch new feature XPTO Achieve Z% of uptime … Move infrastructure to self-healing platform CEO Acquisition Product Engineering Team Retention Product Engineering Team Platform Product Engineering Team
- 29. By having straight forward OKRs/KPIs CEO >> VPs >> Directors >> Managers >> Teams >> Individual Increase ARR by X% Acquire P% of logos Deliver customer commitment ABC Increase CSAT by Y% Retain T% of logos Launch new feature XPTO Achieve Z% of uptime … Move infrastructure to self-healing platform CEO Acquisition Product Engineering Team Retention Product Engineering Team Platform Product Engineering Team
- 30. Avoids team “schizophrenia“ Line reporting teams <> Delivery teams
- 31. By having a single team to belong to Line reporting teams == Delivery teams
- 32. Avoids “exclusive” meetings “Product” Meetings where “Engineering” isn’t involved and vice versa
- 33. By having meaningful meetings Team meetings with all the relevant people attending
- 34. Avoids Delivery ownership “dispute” Is Product the owner of Delivery? Is it Engineering? Why? How?When?
- 35. By having a single head Team responsible for the Delivery and the manager accountable for it Why? How? When?
- 36. And you say: I like it! Tell me More!
- 38. Makes “Us” vs “They” done right Closes the gap between dependent areas Minimizes silos “Us” would be an entire autonomous area “They” would be the org’s competition
- 39. Keeps a startup mindset Extreme ownership Reduced dependencies High focus on the customer
- 40. Optimizes for speed (and not cost) Market-oriented teams vs Functional oriented teams Thanks to: Gene Kim, Jez Humble, Patrick Debois, and John Willis (The DevOps Handbook authors)
- 41. And the funny thing is There are already some (successful) companies doing this
- 42. So if you would only remember one slide TL;DR: Stop creating teams around roles or systems and create them around the company’s strategy
- 43. And like Michael Jordan once said “Talent wins games, but teamwork and intelligence wins championships.”
- 44. Danke schön! 03 - 04 April 2019 - Berlin, Germany