Scaling Product Organisation for Growth Herry Wiputra Chief Product - - PowerPoint PPT Presentation

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Scaling Product Organisation for Growth Herry Wiputra Chief Product - - PowerPoint PPT Presentation

Jan 06, 2024 358 likes •1.08k views

Scaling Product Organisation for Growth Herry Wiputra Chief Product and Technology O ffi cer hwiputra https://www.linkedin.com/in/herrywiputra/ Two di ff erent perspectives on management System of work Self organising team Lessons learnt in

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Scaling Product Organisation for Growth

Herry Wiputra Chief Product and Technology Officer hwiputra

https://www.linkedin.com/in/herrywiputra/

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Two different perspectives on management System of work Self organising team Lessons learnt in scaling product teams

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Two different perspectives on management System of work Self organising team Lessons learnt in scaling product teams

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Frederick W Taylor

Father of Scientific Management 1856-1915

“ The man in the planning room, whose specialty is planning ahead, invariably finds that the work can be done more economically by subdivision of the labour; each act of each mechanic, for example, should be preceded by various preparatory acts done by other men

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W Edwards Deming

Total Quality Management 1900-1993

“ Break down barriers between

  • departments. People in research,

design, sales, and production must work as a team, to foresee problems of production and use that may be encountered with the product or service.

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W Edwards Deming

Total Quality Management 1900-1993

“ Institute leadership — the aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

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Taylor Deming

  • Specialisation
  • Output focused
  • Efficiency
  • Low variation
  • End to end
  • Build quality in
  • Effectiveness
  • High variation
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Two different perspectives on management System of work Self organising team Lessons learnt in scaling product teams

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It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change

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Charles Darwin

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“Agent Systems” “Business Systems” “Reporting”

capability based teams, operating in silo Company A

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it took nine months to create a new package

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that team is so not agile

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Team A Team B Team C

monolithic code base

monolith

Company B

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ping pong all day

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we can’t deploy everyday, we will waste 2 hours everyday

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“Designer” “Mobile” “Engineering” “Marketing”

disciplined based team, operating in silo Company C

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what is the value that the design team bring?

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are they sweating it?

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PTSD

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94% of the problems are caused by the system

“

  • W. Edwards Deming
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“Hierarchical Structure” “Value Structure”

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Self organising teams

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Culture People Structure Process Architecture

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Culture

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The leader’s job is to drive out fear

“

  • W. Edwards Deming

Culture People Structure Process Architecture

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Stop being a company with its face towards the CEO and ass towards the customer

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Jack Welch Culture People Structure Process Architecture

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Culture People Structure Process Architecture

B u i l d L e a r n M e a s u r e

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Before cars, make people

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Eiji Toyoda Culture People Structure Process Architecture

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If your actions inspire others to dream more, learn more, do more, and become more, you are a leader

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John Quincy Adams Culture People Structure Process Architecture

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People

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Attitude, not aptitude, determines altitude

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Zig Ziglar Culture People Structure Process Architecture

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Boundary crossing competencies Depth in at least one system or discipline Culture People Structure Process Architecture

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Structure

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A bad system will beat a good person every time

“

  • W. Edwards Deming

Culture Process Architecture Structure People

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DESIGNERS DEVELOPERS QA’S PM’S CROSS FUNCTIONAL TEAM

Culture People Structure Process Architecture

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Process

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Objective Increase our repeat users Key Results 1. Increase adoption of function A by x% 2. Increase registered users by y% 3. Reduce churn by z%

Culture People Structure Process Architecture

align with company goals

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Culture People Structure Process Architecture

make the work visible

READY 4 IN PROGRESS REVIEW DEPLOYED 2 2

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Architecture

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Any organisation that designs a system will inevitably produce a design whose structure is a copy of the

  • rganisation's communication structure

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Conway’s Law Culture People Structure Process Architecture

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Culture People Structure Process Architecture

UI

DATABASE DATABASE DATABASE DATABASE

DATABASE UI

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A self organising team is… a cross-functional team with t-shaped members who have a get things done attitude and a desire to learn, are motivated by a strong purpose that is aligned to the company’s goals, has the autonomy to reach those, has full ownership of its environment and are coached and supported by servant leaders.

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Two different perspectives on management System of work Self organising team Lessons learnt in scaling product teams

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“Agent Desktop” “Business Systems” “Reporting”

capability based teams, operating in silo Company A

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From purchase to invoice From listing to property Improve consumer experience through data

Company A

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start with the structure

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grow the people

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  • vercommunicate
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this is not for me

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Team A Team B Team C

monolithic code base

monolith

Company B

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Team A Team B Team C Team D Team E Team F

Company B

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  • pen your kimono
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if it hurts, do it more

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science project

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  • vercommunicate
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this is not for me

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“Designer” “Mobile” “Engineering” “Marketing”

disciplined based team, operating in silo Company C

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Company C

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3 questions

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break walls and build bridges

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  • vercommunicate
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this is not for me

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Two different perspectives on management System of work Self organising team Lessons learnt in scaling product teams

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be bold, take risk

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You are successful unless I tell you otherwise

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Richard Durnall

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thank you

hwiputra https://www.linkedin.com/in/herrywiputra/