EMPOWERED - Deepstash

Bite‑sized knowledge

to upgrade

your career

Ideas from books, articles & podcasts.

published 19 ideas

Understanding Empowered Teams and how they function

EMPOWERED

EMPOWERED

by Marty Cagan

  • Empowered Product Teams. These teams are the foundations for business success. They serve customers in ways that work for the business.
  • Eradicate the old idea that "Technology" is in service to the business. With this mindset, your business will not ...

5

STASHED IN:

29

MARTY CAGAN-EMPOWERED

Give teams problems to solve, rather than features to build. Empower them to solve those problems in the best way they see fit.

7

STASHED IN:

29

BILL CAMPBELL

Leadership is about recognizing that there's greatness in everyone, and your job is to create an environment where that greatness can emerge.

7

STASHED IN:

31

Three critical differences between the strongest product companies and the rest: 

  • How the company views the role of technology. 
  • The role product leaders play. 
  • How the company views the purpose of the product teams—the product managers, product designers, and engineers...

3

STASHED IN:

28

  • The Role of Technology - Many companies still have the old IT mindset when it comes to technology. It's viewed as a necessary cost rather than the core business enabler. Technology teams are there “to serve the business”.
  • Leadership - Does not empo...

1

STASHED IN:

27

In traditional organisations, Feature Teams focus on features and projects (output), and as such are not empowered or held accountable to results. 

Empowered teams are given problems to solve, rather than features to build. Empowered Product teams create solutions that are:

  • Valua...

3

STASHED IN:

27

BILL CAMPBELL

Empowered engineers are the single most important thing that you can have in a company.

STASHED IN:

28

Collaboration is at the heart of how strong product teams work. It's a combination of skills and mindset, and it often takes active coaching by the manager to help new product people develop this capability. 

Characteristics of strong product teams:

  • Tackling risks early
  • S...

STASHED IN:

27

To empower, decisions are pushed down to the product team level.

Three Snaky rules of Decision Making:

  1. If you see a snake, kill it. (an important decision that has to be made)
  2. Don't play with dead snakes. (don't revisit old decisions)
  3. All opportunities start out l...

3

STASHED IN:

28

For product leaders, the product team is the product. 

Leadership is about recognizing that there's greatness in everyone, and your job is to create an environment where that greatness can emerge. People look to leadership for inspiration and we look to management for execution. 

To h...

STASHED IN:

28

  • Staffing
  • Coaching
  • Team Objectives
  • Deciding which problems should be worked on by which product teams.
  • Sharing Strategic Context 

The litmus test for empowerment is that the team is able to decide the best way to solve the problems they have been as...

1

STASHED IN:

27

  • Company Mission - The purpose of the company.
  • Company Scorecard - Key performance indicators (KPIs) that provide an understanding of the overall picture and health of the business
  • Company Objectives - Specific objectives the ...

2

STASHED IN:

28

  • Focus on the outcome
  • Consider all of the risks—value, usability, feasibility, and business viability. 
  • Think holistically about all dimensions of the business and the product. 
  • Anticipate ethical considerations or impacts. 
  • Solve problems creatively.
  • P...

3

STASHED IN:

28

Leaders must focus on:

  • Spending most of their time and energy on coaching the team.
  • Being self-aware of insecurities. Insecure managers have a particularly hard time empowering people.
  • Cultivating Diverse Points of View 
  • Seek Out Teaching Moments - Many, if not ...

2

STASHED IN:

28

The Purpose - The primary purpose is to help the product person develop and improve.

The Relationship - This is a relationship that depends on trust.

The Frequency - Should be no less than 30 minutes, once per week, and is sacred and ...

3

STASHED IN:

27

A product organization's team topology answers questions such as: 

  • How many product teams should our organization have? 
  • What is the scope of responsibility of each team? 
  • What are the skills required for each team, and how many of each skill? 
  • What are the depe...

2

STASHED IN:

27

  • You are frequently shifting developers between teams 
  • You must frequently step in to resolve dependency conflicts 
  • Your developers complain of too many dependencies on other product teams in order to ship simple things 
  • Teams have a very limited scope of ownership 

STASHED IN:

27

If the company is still using feature teams, as most unfortunately are, then the OKR technique is going to be a cultural mismatch, and almost certainly prove a waste of time and effort. 

In the vast majority of companies that are struggling to value out of OKRs, the role of leadership is la...

STASHED IN:

27

You need to move your product organization from a subservient model to a collaborative model. 

Four focus areas:

  • The Example Starts at the Top
  • Focus and Strategy
  • Establishing Trust
  • Deliver on Promises 

Three steps to be...

1

STASHED IN:

27

1 Comment

Discover and save more ideas by creating a

FREE

Deepstash account.

Develop a

reading habit

, save

time

and create an amazing

knowledge library

.

GET THE APP: