Product Loop: Managing Hypergrowth in Product Organizations
Details
Optimizing for speed in a rapidly changing environment
How do you create a solid product organization with solid practises when your team grows from 10 to 50 in a year? When the only thing you know for sure is that you are going to rewrite the rules in a month.
Same game, different rules?
When the need for speed is as crazy high, we need to organize around the realities of the work we need to get done rather than work around the realities of the organization.
Can we still do do product as taught by the experts?
When the founder vision is only 20% complete, you need to work on the remaining 80%. How do we create alignment around product strategy when we don't have time to foster bottom-up ownership? Or can we?
Can we still rely on the advice of our product heroes?
Do we need to break from the teachings of Marty Cagan, Teresa Torres, Melissa Perri, Petra Wille, and all of our other product heroes?
Do we need to break with the dogma we have learned to live by?
How do we handle dogmas such as Stabile teams, outcome over output, empowerment, being missionaries over mercenaries, theme-based roadmapping in a hyper-growth setting that is sure to have transformed yet again next quarter?
How do you handle 30-40 references as a leader?
Does delivery trump discovery?
How do you create alignment around product strategy across a changing environment?
AGENDA:
- Intro (and who's participating)
- Who is hiring
- Deploying product vision and strategy by Magnus Christensson, Lenus eHealth
- Building better teams through peer leadership by Anders Kring, Lunar
- Breakout rooms - scale-up discussions and networking
- Thanks for tonight
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