Historically, the ultimate authority in product development lived with someone representing “the business,” such as product marketing, general managers, or product managers, who took in an understanding of market needs, articulated a set of requirements, and gave that to teams to build. For software products, the technology became too complex to locate all decisions in a single product manager — delivering quality work required that people with technical depth also be given authority. This led to teams with joint product and engineering leadership. As we enter a world of connected software and
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