… to the point of reviewing it at the time of hire or promotion and then having them sign off on it. Once those expectations are in place, though, it is equally important to hold people to them consistently. If you don’t, it’s like telling your kids they have to eat their vegetables before getting dessert, but then letting your favorite kid have cookies without eating his broccoli, while his siblings sit by and watch.
Let’s stop beating a dead horse to death. The enemy of both actual agilistas and the UX/design community in 2018 is, as John points out, short-term, output-centric thinking driven by a focus on short-term financial results, and all the cultural ramifications of this mindset.
When people refer to the Spotify model, they’re usually talking about guilds, tribes, and chapters. But those are just rituals. I don’t believe that you break down barriers by changing reporting lines. When you have a truly cross-functional team, reporting lines become irrelevant…. As you keep going through your life and career, you realize that what truly drives these changes is the culture.
The problem, it turns out, is that the internal friction removed by small autonomous teams is still often felt by external customers. A 2013 Harvard Business Review article called “The Truth about Customer Experience” makes a critical point that often gets lost in the conversation about small, autonomous teams: from a customer’s perspective, the most important part of a product is often not its individual features, but rather how those features come together to create a seamless and cohesive experience.