# Empowered Product Teams – The Key to Speed, Outcomes and Impact: transcript Automatic transcript of the published podcast audio. Recognition errors are possible. Speakers are unlabeled; do not attribute a passage to Yuval or a guest without checking the audio. Episode: https://yuvalyeret.com/scaling-ai-podcast/empowered-product-teams-the-key-to-speed-outcomes-and-impact/ Source RSS GUID: substack:post:176411856 Source: published Riverside RSS audio enclosure Transcription: faster-whisper base.en, English ## Transcript [00:00:00] So let's talk a bit more about why that happens. [00:00:04] If what we want is empowered product teams [00:00:07] that are lying around outcomes, [00:00:11] they have everybody that they need [00:00:13] and the accountability, the permission, [00:00:17] the encouragement and the expectation from the organization [00:00:21] to go discover what delivers value, [00:00:24] to go talk to their customers, [00:00:26] to try different things, [00:00:28] to throw some features at the wall [00:00:30] and see what sticks and double down on these things [00:00:33] and pivot away from things that don't work. [00:00:36] This is what we want to see, [00:00:38] but what we often see in an organization [00:00:41] is an environment where this isn't the case. [00:00:46] What we want to see in this empowered environment [00:00:50] is product professionals, [00:00:54] whether you call that product owner or product manager, [00:00:58] you want to see a product professional [00:01:02] that is a visionary for their product, [00:01:04] that makes a lot of the decisions about their product, [00:01:08] maybe even act as the mini CEO of that product. [00:01:12] They influence other people, other stakeholders, [00:01:16] even when they don't make the decision, [00:01:18] they are a big influencer about their product. [00:01:21] They experiment, they try different things, [00:01:27] see what works, and double down on what does. [00:01:32] They are the ones that really understand their customers [00:01:36] and represent them. [00:01:38] Those are the product people that we want to see. [00:01:44] But often what we see is a feature factory, [00:01:47] a feature factory is the place where the work is managed as [00:01:53] at best features, not really outcomes, [00:01:56] not really trying to see if we can deliver value [00:02:00] and adjusting course, we just know the features [00:02:02] that we need to deliver work is managed [00:02:05] in terms around scope and timelines, [00:02:10] more classic project management. [00:02:12] You might use agile terms like backlogs and sprints, [00:02:18] but inherently under the surface, [00:02:22] it's still the traditional mindset [00:02:23] of managing to scope and timeline. [00:02:27] And a lot of the time, the teams that we have, [00:02:30] because of our architecture and organizational structures, [00:02:34] the teams cannot even deliver features. [00:02:37] The teams depend a lot on other teams [00:02:39] in order to deliver value. [00:02:42] And when that is the situation, a lot of the time, [00:02:46] what we see instead of the empowered product owner manager [00:02:52] that can be a visionary and experimenter, [00:02:56] can own customer outcomes, [00:02:59] we see product people that are team level operators. [00:03:06] They're asked to work closely with the team [00:03:09] on feeding the team with stories and technical details [00:03:13] that are needed to build this stuff. [00:03:14] They don't really have a chance to be strategic. [00:03:18] The strategic product people don't see themselves [00:03:23] in a place where they can work inside these teams. [00:03:26] They look at the broader picture, [00:03:29] and they struggle to find how to work [00:03:31] with this in their view feature factory. [00:03:36] That's where we see a lot of the time, [00:03:37] either the struggle of a technology organization [00:03:40] to build product capabilities, [00:03:42] because they don't even have those strategic people [00:03:45] that look across and look at even beyond the features [00:03:49] and outcomes. [00:03:50] Or when we have a product organization, [00:03:52] it's not seeing how to effectively interact [00:03:55] or be involved with the actual work on the teams. [00:04:00] They don't want to be that tactical, [00:04:03] and they don't know how to be at that level, [00:04:06] and they shouldn't. [00:04:09] So what happens is that if we do try to follow [00:04:14] some of the agile practices, [00:04:16] we're asked to define product owners for these teams, [00:04:20] and because real product people don't make sense at that level, [00:04:25] we end up with product owners or even product managers [00:04:30] that are in reality project managers, [00:04:35] or delivery managers, [00:04:38] or just business analysts [00:04:40] that just do command decisions, [00:04:44] make the details work in between teams, [00:04:47] but are not really strategic, [00:04:48] are not really driving towards outcomes.