Mostly just why this makes it hard to create anything new. New things have no data yet, and if your whole decision making framework requires data, you gravitate to things that aren’t new. But somehow I’ve struggled to help some PMs break out of it.
Great question. The less quippy way of saying it is that you need a healthy two-way dialogue. PMs need to be informed and thorough; if they’re not, it’s easy for smart folks to see the BS. In the other direction, if the people you work with are never challenging an idea, direction, decision, there’s probably a breakdown in trust/communication/understanding.
Hi Eran. No, I don’t think so. I think process within particular disciplines (how to do a code review, how a design crit should work) are the responsibilities of those functional leaders. Of course, I think the cross-functional team leaders (PM/EM/Des/DS etc.) should all be on the same page about which areas are working well and not across each.