Marty Cagan, a well-known reference in the digital product community, wrote some time ago an interesting article about Product vs Feature Teams where he explains the difference between three types of product teams, Delivery Teams, Feature Teams, and Product Teams. He wrote a follow-up article where he summarizes the definition of each team type:
He explains that the best results for the organization that owns the product and the users of that product come from the teams he calls Product Teams. He has been using a lot the empowered word to describe these teams.
In this article, I want to provide a new perspective to help people understand the differences between these types of teams, why empowered product teams yield the best results, and some tools to help you build these teams.
I’ve already explained the difference between problem vs solution mindset. When we learn about a problem, it’s human nature to jump into solution mode and try to come up with solutions to this problem. However, the more time we spend on understanding a problem, its causes, its context, and the motivation people have to solve it, the bigger the chances to find the best solution for the problem.
Any digital product exists for two main purposes:
So any digital product and its features are solutions to problems from the company that owns the product and solutions to solve user problems and fulfill their needs.
In this digital product context, when I say that spending more time understanding the problem yields the best solutions, I mean that we are able to deliver as fast as possible the best product and features to solve the problem at hand with good software quality and good user experience.
What Marty describes as delivery teams and feature teams are solution implementer teams. These teams work on implementing a solution devised by someone else. This someone else is normally someone from the so-called “business area”, which can be someone from sales, marketing, client success, customer support, finance, operations, a C-level, or a founder. In such a team, the product manager mainly manages the backlog and helps the team deliver the requested solution, the product designer is mainly focused on designing a nice interface, and the engineers have to code and deploy the requested solution. The solution implementer teams implement what was asked, with little to no commitment to the quality of the solution, or even if the implemented solution actually solves the problem.
On the other hand, what Marty describes as empowered product teams are problem solver teams. These teams work on deeply understanding the problem’s causes, context, and the motivation people have to solve it. By doing so, they are able to implement the best solution to the problem at hand.
There are 3 main reasons why problem solver teams are more effective than solution implementer teams:
Now that I explained why problem solver teams are the best type of product teams a company can have, I’ll explain how to build problem solver teams. There are three aspects that need to be considered:
By now I believe it’s clear the benefits of having problem solver vs solution implementers digital product teams. The entire organization needs to understand the difference in order to push for having more and more problem solver teams. The VP/head of product has this as one of her biggest responsibilities, to help build the environment and the trust needed for problem solver teams thrive.
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