How teams are organised, and what that does to the product: cross-functional over feature-shaped, scope that shifts on purpose, and the way new tools change who decides what.
Product leaders are expected to turn data, feedback and business goals into priorities, roadmaps and decisions. Yet one of the richest sources of product information is often already there: the work being done by the team.
Software development has always been organized around the implicit assumption that building is hard, expensive and slow. Discovery, strategy and validation have often adapted to that constraint. Today, that assumption is starting to break.
Being part of a delivery team can create sustainability challenges, both organizationally and mentally. We often blame context switching for disrupting otherwise well-led sprints. It fragments attention, reduces productivity, and can lead to burnout. But there’s another tendency to watch out for.