Why Products Built by Large Teams Fail So Often
It’s a funny story, but it shines a light on an issue that, when it comes to building products, can mean the difference between success and failure.
There’s a lot of pressure to become a “tech” company — fast, responsive, and agile — and to build great products (which, after all, “are the future of this company”), but most of these teams don’t really know how.
Teams often have project and task managers who work within siloed departments like IT and Design, but in many cases, no one owns the whole product and there’s no one leader to unify their teams.
Here’s why this approach is dangerous: when siloed departments are each given responsibility for a narrow slice of the end product, they’re incentivized to finish their tasks, not to create the best possible outcome for the overall product.
Individual department “wants” must take a backseat to the product’s needs, or you won’t end up solving the right problems.
