Are You Struggling to Scale Your Organization ? Need agility but dubious of process BS/dogma? I share reflective, pragmatic, principled takes on how to approach scaling your organization leveraging the essence (rather than theater) of product operating models, agile practices and frameworks, and business operating systems such as EOS and OKRs.
RevOps/DevOps/ProdOps/MarOps - Is it time for CompanyOps?
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I talk quite a bit about the notion of "Developing your company like a product". One of the obstacles I see in the adoption of this concept is that's hard without having the "Developers" and "Product" people that consider the company their product... What I've seen in companies I work with is that there are MANY Ops teams - RevOps, EngOps, ProdOps, DevOps, PeopleOps. Too often these teams are too focused on the respective tools. Worse than that, they are often siloed - optimizing locally for the needs of their function/department. So nobody is positioned to tackle cross-cutting problems. Is it time for Company-level Ops? How are you tackling this gap in your organization? Has anybody created "product teams" to develop the company? Teams that sift through and develop opportunities to leverage transformational capabilities such as GenAI? Teams that work on scaling the company? Really curious what's out there. If you're doing something like this I'd love to hear about what's working and what you've learned. Full transparency - I'd love to be involved in setting up and operating such a capability in an organization that believes in developing itself like a product. If that sounds interesting, let's talk... |
Scaling w/ Agility
Are You Struggling to Scale Your Organization ? Need agility but dubious of process BS/dogma? I share reflective, pragmatic, principled takes on how to approach scaling your organization leveraging the essence (rather than theater) of product operating models, agile practices and frameworks, and business operating systems such as EOS and OKRs.
When Vered and I got married, my father-in-law gave me a very nice watch as a wedding gift. I didn’t wear a watch that often at the time. I wore the watch, but it didn’t transform me. It provided the service of telling the time, but even back in 2004, we had phones that had clocks. And I was and am pretty punctual so didn’t need that transformation. (And when you’re in Engineering/IT leadership, nobody cares about the watch you wear… at least in Israel… ) Don’t tell Eli, but that watch spent...
“GenAI can enable cheaper, faster experimentation / discovery (it compresses the truth curve by reducing the cost of pretotyping style product experimentation techniques)” (Yours truly, in yesterday’s insight on how AI can really help you build better products) This statement seems to have hit a nerve with reader Elad, who is product leader at a cybersecurity scaleup: “Not everyone can do this… New companies, sure. Larger, established companies are knee-deep in mountains of code,...
While the jury is out on the extent of impact GenAI and vibe coding will have on building mission-critical enterprise products… Here are some thoughts on how AI can help turn the product flywheel: Use GenAI to enable fuller-stack engineers and reduce tech debt This will enable you to organize smaller product/outcome oriented teams These teams can achieve more with fewer dependencies and streamlined processes (even without looking at opportunities to streamline product dev processes themselves...