“Our developers just like to code so we can’t do X”

Lots to unpack here, but a couple thoughts:

1/n: Until anyone sees something work, they’ll opt for their comfort zone. We all do it.
2/n: If you’re asking developers to do X, but their department is incentivized around Y (e.g. shipping) .... sure, developers will want to avoid doing X
3/n: Sometimes it is the person saying “Our developers...” who doesn’t want to do X, or doesn’t want their reports to do X. They are the uncomfortable one!

Dig deeper. Find out what “the developers” really have to say
4/n: It is *very hard* to cycle in and out of programming and discovery in a single day. Lots of teams invite developers to 2hrs of “Activities” and then expect them to go back to business as usual. The morning/day is shot.

Dedicate efforts in day-long shots
5/n finally ... in lieu of a sense of impact, we all retreat into our craft. It is what we know. I speak to lots of developers who admit to have checked out because product/design does not highlight impact and/or invite them. And treat them like factory machines.

Dig deeper...

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More from @johncutlefish

3 Nov
One of the highest leverage things a company can do is to work cross-department to establish meaningful personas/narratives/JTBD/whatever-you-call-it.

If it is so high leverage, why do so few companies actually follow through? ... (1/n)
Utility. What is meaningful for day-to-day action for product development is often "too complex" to be meaningful for marketing and sales. Similarly, what helps marketing do their thing, is often not actionable for PD. (2/n)
Marketing will do just fine with a 1-3 "personas" and a rough sense of a journey map. They also focus on marketing "the gap". Meanwhile, product/design need to deal with all the subtleties and the present. The reality.

So what looks good on the surface (common artifacts)(3/n)
Read 5 tweets
31 Oct
Here’s a trap I’ve noticed leaders falling in to. And it can be tough to untangle.

People bring problems to them. But not many people ... like 1-2% of the company. So they walk away believing it is a small problem ... “I need to hear from others”.

What is going on? 👇 (1/n)
What determines whether ppl speak up?

Awareness
Awareness of impact on others
Perceived impact/severity
Sense of urgency
Sense of safety
Skill in providing feedback
Confidence that org will respond
Perception that issue is being addressed

Why does this matter? 👇 (2/n)
Take a newcomer to the company.

Newcomer sees the problem. But...

They aren’t aware of impact
Low sense of urgency
Don’t interact much outside their team
Believe something is being done about it
Less confident about navigating org

well, they don’t speak up 👇 (3/n)

...
Read 8 tweets
25 Oct
Recent DM

“When I hear ppl from Silicon Valley talk about product, they make it seem so easy, structured, and common sense. They are so confident. My team just can’t do that”

My reply:
1/n It is hard everywhere. I’ve spoken to those companies. They don’t have it all figured out
2/n Confidence — and in many cases naive confidence — can go a long, long way. Part of what you’re seeing is the confidence to buy-in to a way of doing things.

This has obvious not-great side-effects, but it is there.
3/n As structured as it all seems, the trick is often what they aren’t doing, the dependencies they don’t have, and the processes that aren’t constraining teams.

When everything is greenfield and new and on the up and up, you only see one side of things.
Read 4 tweets
23 Oct
Reading the replies — the snarky, serious, cynical, and otherwise — a couple things occurred to me.

1/n - the difference between things imposed / inflicted on humans, and invitation. Sounds like lots of companies are imposing on ppl instead of inviting...
2/n... as a phrase itself, “digital transformation” risks leaving out humans altogether. There is an implied “transformer” — the company — and implied solution — digital (replace non digital things w/ digital things).

Who benefits? Why? Sounds like this is missing in many orgs
3/n... gap thinking vs. present thinking (thanks @cyetain ). I think ppl are justifiably skeptical of things smacking of gap thinking. Same reason we are skeptical of miracle diets and “life transformation” lasting 30 days.
Read 5 tweets
21 Oct
[Thread] An observation about some companies "at scale" or scaling...

The number of teams doing work for the sake of work ... that would be better off doing nothing (or garden, weed debt) ... can be overwhelming.

The need to keep people busy, becomes the org's undoing (1/n)
..what organizations underestimate is the ballooning cognitive load and the web of dependencies (both explicit and implicit)

...this creeps on teams because it is possible, in the short term, to create a veneer of efficacy. To cover it up. To hire managers! Process! But.. (2/n)
..it doesn't last. The underlying problems haven't gone away. The teams optimizes around the dysfunction.

It gets worse

The org assigns 10% of the team to fix the issues plaguing 90% of the work. The 90% work around the fixers. There's no way the 10% can keep up (3/n)
Read 5 tweets
18 Oct
The challenge of incentive structures in this model is one of the big challenges of product overall. Quick little thread (1/n)
If the layer of managers does not collaborate and interact regularly, there is absolutely no way they can take stock of performance more holistically. You'll end up with competing incentives. (2/n)
If the developer manager treats her team as three one-person teams ... to be loaded up and managed individually, that will have unintended 2/3rd order effects for the product manager and designer (and their relationship to their team)

Incentive: crank out *my* projects
(3/n)
Read 6 tweets

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