Product decisions always regress to the 'average' level of an org, so its culture and processes set the whole org for success or failure. How do we ensure that product processes actually work?
Thank you for this article, it's so profound! It forced me to look at my company's management alignment with processes they promote. And the conclusions are disappointing...
For example we have events and initiatives about feedback. Our management team embraces this culture, but there are no proactive participation in such events from them. Actually I heard more complaints that it's so hard to get feedback from company's leadership. Shared these thoughts with colleague from administration team who's responsible for feedback culture development.
Thank you for this article, it's so profound! It forced me to look at my company's management alignment with processes they promote. And the conclusions are disappointing...
Can you highlight it in a non-offensive way? So people realise the discrepancy but don’t feel threatened
For example we have events and initiatives about feedback. Our management team embraces this culture, but there are no proactive participation in such events from them. Actually I heard more complaints that it's so hard to get feedback from company's leadership. Shared these thoughts with colleague from administration team who's responsible for feedback culture development.