When a Product Engineering organization looks like this…
Net positive margins are often just out of reach
Profitability is reached but slips away after a quarter or two
Things get “Done” too slowly
When work is “Done” it fails to generate impact
Key executives get replaced
Executives really want to see this instead
Work done brings real financial leverage
Change flows fast through the organization
Key executives are celebrated for creating a valuable and humane organization
Building Better Teams helps invert the curve
The curve’s shape is determined by how people work. Here’s the key drivers involved:
How a Product Engineering department performs.
Delivery performance
Discovery performance
Service level performance
Accuracy of delivered work hitting the right targets
Ability to accurately manage risks and identify work with a positive ROI
How external departments collaborate with Product and Engineering
How external departments make use of what is delivered
Improvements to these fundamental drivers is not only possible, it can be done with structure, clarity, and early indicators of success using proven methodologies.