organizing your company around a specific product line—made sense when everything was about scale, consistency, and any color as long as it’s black. It let management have a direct line of sight into development cycles and sales performance and provided for clear team ownership accountability. But while this product-based approach had some benefits in terms of assessing core transactional issues, it came at a tremendous cost. It created a siloed organization that lacked any kind of coordinated vision. It fostered internal competition for customers. And it contributed to a myopic mindset that
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