The Curse of Specialization

We have been trained to build products

by organizing ourselves into specialized teams or departments

for the sake of efficiency and scale.

But when operating under conditions of extreme uncertainty,

this kind of specialization can be a curse.

The work flow in an organization is a system of interconnected steps.

When this work is done in silos and/or

under different sets of departmental KPIs (key performance indicators),

you run the risk of falling into the local optima trap at the expense of the global goal