Special episode with Marty Cagan on product operating model and leadership

And in order for them to do that, they have to make hundreds of decisions. Many, many decisions. How do they make those decisions though without understanding the big picture? That is called the strategic context. So you need to provide each of those teams with the product vision, the common product vision, the product strategy, the team topology, This is what helps them make good choices. Without that context, they have no ability to make good choices. They'll make the best they can, but, you know, good chance if you've got 25 product teams in, say, a medium-sized growth stage company in Poland.

Let's use your term. And so today that's called team topologies. And team topology is one of the most important decisions made by your product leaders. It should be obvious why it needs to be your leaders because this is by definition looking holistically At your full code base, at everything you're responsible for and what should be the number of teams, the size of teams, the composition of teams and most importantly, the responsibility of each team. That is team topology. A bad team topology is very easy to spot because everybody complains that there's way too many dependencies on everything. Now, of course, what a lot of people don't talk about is that's usually because of tech debt.

Technical debt is creating a lot of these problems. And in order to truly fix a lot of these problems, you need to address the technical debt issue. But that said, even within... And that's why the head of product and the head of engineering need to do this together. Because of those realities. But a sign of a good team topology is that teams feel both empowered and autonomous. Not fully autonomous, but much more autonomous than Where they feel today. And that is one of the best topics. It's just one of the hardest topics because there are a lot of contributing factors to what is the right best topology for your organization.

But again, that's the responsibility of the leaders. If your leaders aren't doing their job or if there is no real product leaders, then you're probably going to be struggling Czy masz na myśli jakąś różnicę, kiedy jest to firma multiproduktowa? I w zasadzie, wiesz, różne produkty chcą się zintegrować razem, więc naturalnie jest pewna niezależność, ale robienie jednego z dwóch produktowych zespołów nie wydaje się być dobrym pomysłem. I mean, this is normal. Most medium and large companies have multiple products. This is normal. You also referred the most common technique, which is a team topology technique, is platform teams.

Now it also depends on your product strategy. Sometimes those different products are meant to be deeply integrated and sometimes they've got nothing to do with each other. They're completely different. For completely different customers, completely different business units. So unless you know that business strategy, you don't know the right team topology for that group. Yeah, great takeaway. Thanks. Może kolejna pytanie o tym, co powiedziałeś. Czy widzisz jakieś warunki, jak je zrezygnować, mając w myśli rozwinięte organizacje? Na przykład w Zendesku mamy pewne struktury, jest to wielka organizacja.