Principles of Strong Product Teams: Building Missionaries, Not Mercenaries

In the world of technology-powered product development, strong product teams are the cornerstone of innovation and success. Unlike traditional project-based groups, these teams are dedicated, durable, and mission-driven, fostering a sense of ownership and commitment to solving customer problems. Let's explore the key principles that define strong product teams and why they are essential for modern product organizations.

Teams of Missionaries

John Doerr, the renowned Silicon Valley venture capitalist, famously said, "We need teams of missionaries, not teams of mercenaries." This captures the essence of a strong product team. While mercenaries build whatever they are told, missionaries are true believers in the vision and are dedicated to solving customer problems. In a dedicated product team, the team functions much like a startup within the larger company, with a shared commitment to a common mission.

Team Composition

A typical product team consists of a product manager, a product designer, and between two to twelve engineers. Depending on the product, the team might also include additional roles such as product marketing managers, test automation engineers, user researchers, data analysts, and delivery managers. Each member brings specialized skills and responsibilities, contributing to the holistic development of the product.

Team Empowerment and Accountability

Product teams are tasked with solving hard problems for the business. They are given clear objectives and are empowered to determine the best way to achieve these goals. This empowerment comes with accountability for the results, ensuring that the team remains focused and driven to meet business objectives.

Team Size and Reporting Structure

While the optimal size of a product team can vary, it generally includes a critical mass of one product manager, one designer, and at least two engineers. The upper limit is typically around eight to twelve engineers, adhering to the "two-pizza rule" which suggests that a team should be small enough to be fed with two pizzas.

Importantly, product teams operate with a flat organizational structure. Team members report to their respective functional managers rather than to the product manager, fostering a collaborative rather than hierarchical environment.

Team Collaboration

True collaboration is at the heart of strong product teams. This means that product management, design, and engineering work together to develop solutions. The collaborative nature of these teams is not just a buzzword; it's a critical element of their success, allowing for innovative problem-solving and cohesive development.

Team Location and Co-Location

While remote work tools are improving, the best companies recognize the value of co-located teams. When team members sit together, it fosters better communication, stronger relationships, and more effective collaboration. Co-location means that team members can easily see each other's screens and engage in spontaneous discussions, which significantly enhances their ability to work together efficiently.

Team Scope and Duration

Product teams have a broad scope, handling all aspects of the product including projects, features, bug fixes, performance optimizations, and content changes. Each team is responsible for a substantial piece of the overall product, which can vary depending on the company's size and structure.

Teams are designed to be durable, staying together for extended periods. This stability allows team members to develop deep expertise in their area, fostering innovation and a strong sense of ownership. Unlike temporary project teams, durable product teams continue to refine and improve the product long after its initial launch.

Team Autonomy

To maintain their missionary-like passion, product teams are given significant autonomy. While they must align with business goals, they have the freedom to determine the best approach to solving their assigned problems. This autonomy minimizes dependencies and enables teams to innovate and execute more effectively.

Why It Works

The dedicated product team model has become a pillar of modern product organizations for several reasons:

1. Relationship-Building: Collaboration is built on strong relationships, and co-located teams are designed to nurture these relationships.

1. Expertise Development: Durable teams allow members to develop deep expertise in their areas, essential for innovation.

1. Ownership and Responsibility: The team understands the business objectives and feels a strong sense of ownership for the product's success.

1. Continuous Improvement: Unlike project-based teams, product teams remain engaged until the product works effectively for both users and the business.

If your organization hasn't yet adopted the dedicated product team model, making this transition is likely the most important step you can take to improve your product development process. Starting with a pilot team can demonstrate the benefits and pave the way for broader adoption.

In conclusion, strong product teams are not just a structural choice but a strategic one, fostering innovation, accountability, and sustained success. By embracing these principles, organizations can build teams that are not only effective but also passionately committed to their mission.