When a team is tasked with solving a particular problem and is judged by their solution, they should expect to have the tools and authority to complete the job. Their success should be a source of team pride. But Amazon’s tightly coupled software architecture and org structure too often made owners heavily dependent on outside teams, over whom they had little influence. Few teams were fully in control of their own destiny, and many were frustrated by the slow pace of delivery that was beyond their control. Disempowered workers increasingly became discouraged, unable to pursue innovative ideas
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