There is too much talk about titles and too little talk about how to get a product development process in place that allows for great product design that also a

There is too much talk about titles and too little talk about how to get a product development process in place that allows for great product design that also achieves key metrics. This post doesn't go very far in furthering the discussion. The answers come not from anti-[job title] posts, but something more positive, like describing how things get done at Facebook, Dropbox, LinkedIn, Zynga, and other orgs that are good at shipping product. I talk to a lot of companies, and it is pretty easy for them to think they want to focus on growth. The interesting problems appear when (as always) there is more to do than you have the resources to get done. How as an organization do you deal with that? Driving towards growth is pretty simple, but doing it in parallel to building and selling a compelling product is harder. By the way, Dropbox had a referral program before I got there. I just helped turn the dial up a bit, in addition to separate product changes.