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Having been an engineer subject to the ebb and flow you speak of, it really felt like the company had no direction. Just when you found the time to finally focu
by dcow 5y ago
Having been an engineer subject to the ebb and flow you speak of, it really felt like the company had no direction. Just when you found the time to finally focus on an important and inspiring piece of the product some initiative would appear and kill all the momentum. If felt like we could never actually develop the product, just ship MVPs and then chase the next shiny thing.
Your insight is interesting. While I mostly considered it leadership’s failure to provide focus, you could definitely observe the difference between areas of the company that had strong product leaders who could stand up to frivolous executives, and those that just parroted the next initiative without any real ability to prioritize and develop product.
- haswell 5y agoIt’s a behavior that makes staying there…difficult, and is one of the bigger reasons I’ve considered leaving. To be fair, some of the mandates make sense. As a product grows and expands into new markets, and let’s just say that new market is a heavily regulated industry, and let’s say those regulations have major implications to the product, it takes a C-level mandate to get all groups on the same page. While I understand it, it also puts product managers like myself in a difficult position. For now, I use it to structure my work between releases. But eventually it’s gonna raise my frustration at not meeting my existing customer’s needs to a level that I’ll need to work elsewhere.