What actually empowers a team? Despite all the talk about empowered teams in tech, there’s often confusion about what real empowerment looks like.
At its core, an empowered product team is given significant customer or business problems to solve, rather than being handed features to build. But it’s not enough to simply assign problems – true empowerment requires the right environment to succeed.

When helping teams and companies shift towards the product model, one of the key concepts introduced is practicing product discovery. Prior to this shift, a typical scenario starts with a stakeholder—someone up top—sharing detailed requirements on what to build. This approach leaves the so-called “feature team” with very limited opportunity to influence the solution. Now,

A few days ago I was asked an interesting question by a product team coach at a new client that I want to share with you. Q: – What can I do to help my team practice discovery? I understand it for customer experience facing teams, but my team is an enabling platform team. What

Dive into the Product Model’s key insights (focus on outcomes), and core idea (the empowered engineer) to re-invent your teams to become Empowered Teams.

Dive into the essence of the Product Model, a transformative approach embraced by leading companies for consistent innovation at speed. Explore how this model, codified and championed by industry thought leaders, empowers teams, accelerates innovation, and reshapes organizational success in our dynamic, VUCA world.

Q: For years now our technical architecture and platform have limited us to use component teams. We are excited by empowered product teams, but because of this setup we experience barriers to getting started. What can we do to change this? Each of our teams is typically responsible for one or a few modules in

Q: What is the best way to get customers and empowered teams closer so they could understand each other? And keep up with it so it is not a one time thing. In our organization we have done a few experiments with customers, but we have been struggling to make it a regular and deliberate

Q: How can we get better at throwing away ideas that our teams have already started to develop, but do not see market traction from? In our organization we often miss out on the discovery part of building products. We often have a sense of urgency to get on with it and start to develop