I’ve seen this work really well in a successful globally-distributed business with a few thousand employees, the majority being devs. The outcomes of building r

I’ve seen this work really well in a successful globally-distributed business with a few thousand employees, the majority being devs. The outcomes of building rapport between people who work intensely with each other a few weeks a year is hard to beat, except maybe by the impact of getting whole of business alignment including bigger and bigger groups inside the magic circle. A couple of times a year, commercial, product and tech folks would run sort of iterative challenge/ opportunity/ response/ scoping exercises within their product area, then run a couple cross-area starting with most adjacent and ending at whole business. There’d be a roadshow cycle in major locations and online for all staff. A big investment of time, but a lot of the priority and coordination issues, as well as unexploded bombs would come out of the woodwork. For me it was interesting to see how this kind of regular big investment in time meant that the whole org ran very lean and very client- and market-responsive.