You’ll need to break your org into product specific groups so that each product gets the attention it deserves. This team works on the thermostat, this team works on the smoke alarm. And then you might have to subdivide again. At Nest we ended up creating a team for accessories; otherwise they’d have never gotten made. The mainline team would always say they’d get to it but the accessories projects were never their first priority, so they’d inevitably prioritize other things. Amazon, Square, Stripe, Twilio—pretty much every team with multiple product lines has had to re-org this way.
