Fortunately, this article isn't either. The second half of the article is about breaking down that wall (From the article): > Eliminating the wall between Prod

Fortunately, this article isn't either. The second half of the article is about breaking down that wall (From the article): > Eliminating the wall between Product and Engineering is essential to establishing high performing product teams. (Quoting parent post): > The whole idea of having one branch of the org chart telling another what to do is kind of flawed. Completely agree, and all of these approaches are destined to fail if it turns into different branches of the org chart fighting with each other. Most of my issues with separate product orgs have come from product executives who feel the product/engineering relationship needs to be more of a handoff or prescriptive relationship. It's not. > I think it’s often better to divide up the product over many separate small teams, each with a product focused “mini CEO” and a tech focused “mini CTO”. Whatever you do, don't call them "mini CEO" and "mini CTO". This generally implies that the CEO is at the top, which breaks the whole collaborative team idea that we're going for in the first place.