Table of contents

• Introduction
• Differing views
• Scaling is never easy
• Feature Factories vs Outcome-Oriented Organizations
• My experience
• Final words

est 9 min read

Introduction In my 8 years working on digital products, I've encountered many challenges. One recurring issue is the question: "Are we starting building a bad product?". These thoughts caught rarely on me early in my career but are resurfacing now, as I write this in 2024.

Why does management hinder building a great product? Why does the product team resist management's efforts to create greatness? Everyone involved wants a stellar digital product, but differing views on greatness cause friction.

Differing views Let's start with a simple idea.

Picture yourself as an ambitious digital product designer or a software engineer. You're aiming for the top: envisioning Meta's sophisticated tech, Uber's or AirBnB’s sleek design, and seamless user experiences. You see microservices, one-click payments, and onboarding that’s smooth. You want to show it to everybody in your team. You’re eager to build that kind of thing, the proper way as the others did. But why doesn't management see your vision? Why do they keep pushing for shortcuts, resulting in products that feel small or uninspired? It's frustrating, isn't it? You even have the data that supports your vision.

Now, let's switch perspectives.

Imagine you're the manager of a digital product business. You're determined for your app to succeed, with investors expecting returns and financial pressures mounting. You're constantly mindful of costs, knowing you have to meet payroll next month. Yet, why doesn't the product team understand your concerns? Why do designers complicate things, and why do developers always ask for more time? Don't they realize the financial implications?

It's frustrating from both sides.

Scaling is never easy In my experience as a product designer within product teams, I've noticed a frequent disconnect, particularly in high-growth companies.