Striking a Balance: The Pitfalls of a “Product-Heavy” Organization

With Agile Methodology, there came several different roles that did not exist earlier, Like Scrum Master, Product Owner etc. If the organisation is following <a href="https://medium.com/codex/are-you-using-agile-or-lipstick-agile-9daa68280963" rel="noopener">Lipstick Agile</a>, with increasing roles and people, teams gradually get divided into internal groups. Two of the most prominent groups are the “Product Team” which comprises “Business Driven Roles” like Product Manager and Product Owner etc. and The “Development Team” which comprises “Technical Driven Roles” Like Tech Lead, Developers and QAs. These teams, with their unique skill sets and perspectives, work in tandem to bring innovative products to life. However, a common organizational pitfall is leaning too heavily towards one side, where the product team gains significant authority without possessing a deep understanding of the product itself. In this article, we’ll delve into the disadvantages of a product-heavy organization and explore why striking a balance between these two critical functions is essential for success. <h2>1. Misalignment of Priorities</h2> <img alt="" src="https://miro.medium.com/v2/resize:fit:700/0*iEjoskAVkjWsHFk9" style="height:500px; width:700px" /> Photo by Mark Duffel on Unsplash In a product-heavy organization, the product team often sets the agenda. However, when they lack a profound understanding of the product’s technical intricacies, they may inadvertently set priorities that don’t align with the development team’s capabilities or the product’s actual needs. This misalignment can lead to conflicts, inefficiencies, and wasted resources. Not just the Misalignment of the priorities, the ill-understood product team can frequently shuffle the priorities leaving the development team puzzled and distracted. <a href="https://parthmakawana.medium.com/striking-a-balance-the-pitfalls-of-a-product-heavy-organization-fa824c96f2bc">Website</a>