Why do Product Teams lose empowerment, even in the best product companies?
In the fast-paced world of product development, a question stands out: why do teams in even the best companies often lose their sense of empowerment? In these environments, teams feel micromanaged, even though they're in places that value creativity and autonomy. After some thought, I've come up with a few reasons that might explain this, using stories from well-known founders to illustrate the points.
1. Lack of Depth in thinking
Sometimes, product teams don't fully grasp what it takes to make a product that truly delights customers and works well for the business. Take Jeff Bezos at Amazon as an example. He got deeply involved in the early days because he felt his team, despite their talent, didn't fully get his vision for a customer-focused company. This shows that without a deep understanding of customer needs and business strategy, founders might step in more to ensure products meet high standards.
2. Mismatch in Taste
There can be a big gap between what founders envision and what teams produce. Steve Jobs at Apple is a prime example. He was known for his exacting standards on design and user experience, often finding himself at odds with his teams. This wasn't just about looks but about making products that deeply connected with users. This difference in vision and execution is why founders might micromanage, aiming to ensure the final product aligns with their unique vision.
3. Weak Product Leadership
When product leadership (Product, engineering, design) is weaker compared to other leaders in C-Suite, there's a tendency for teams to ship half-baked products in different areas due to pressure from stakeholders. This leads to products that do not collectively add to a great customer experience and cannot differentiate from competitors. Brian Chesky's hands-on approach at Airbnb highlights the need for strong leadership to push innovation. Without it, products might not inspire, leading founders to intervene directly to aim for breakthroughs.
The stories of Bezos, Jobs, and Chesky shed light on why product teams might feel micromanaged. For teams to truly be empowered, it's crucial to understand the founder's vision, deepen customer & market insight, and strengthen product leadership. Achieving this balance can help reduce micromanagement, creating an innovative yet empowering environment.