Questions evolved as I gained context so no statistical conclusions could be made
Discovery Interview Learnings
Growth and re-structuring have had
Some individuals feel under-valued, don't see the impact of their day to day work and don't feel a sense of belonging.
It is difficult to get people engaged and owning aspects of initiatives that influence their day to day. Leaders are particularly called out as only responding to crises and having a sense of empire building.
New tensions have surfaced such as "us" and "them", "old guard" vs "new guard" (entitlement), and M&A employees relating more to original brand than Shopify.
Fewer half-baked ideas are being shared and people are waiting too long to speak up about issues. They hold back then "barf."
CALL TO ACTION
Current RnD "find and fix problems yourself" culture needs to be reframed to
"find and share problems with your team and across PLs to fix together."
To support this cultural transition, raw data themes identified 3
Planning & Alignment
Ensure GM and leader alignment and translate that to the broader organization via collaborative road mapping and tooling to prioritize, focus and scale more effectively.
Develop ways of working for Multi-Fectas (GSD application, feedback integration, alignment, expectations) to solidify ownership, improve team experience, enhance decision-making and MVP momentum.
Increase accessibility to organization and discipline-related context to support ICs, Leads and Multi-Fectas to make better decisions and save time.
Each opportunity has associated problems that I will investigate further with my team to determine how I will contribute to your success!
Planning & Alignment
Inconsistent Leader/GM meeting cadence.
Non-collaborative road mapping leads to missed dependencies and incomplete discipline leverage.
Projects not clearly linked to road maps resulting in lack of focus, some people working on the wrong things, too many projects and SL supply & demand issues.
Lack of alignment and integration between disciplines within multi-fectas along with inconsistent Champion strength results in difficultly making decisions and low ownership.
Unclear expectations on multi-fectas (roles, accountability standards, quality standards).
Fear of making errors impede team members to ship boldly in a timely fashion. Use of Health Checks and Retrospectives to build this muscle.
Discipline development is eroding due to reduced line of sight across PLs.
There are a variety of activities and meetings running with diverse results and participation levels.
Knowledge is managed in diverse ways without clear ownership risking knowledge “walking out the door” and loss of trust.
Tri/Multi-fecta concept positively perceived
Workflows are customized to teams and deliverables
PL/SL structure helped focus and give better quality lead time for ICs
Some discipline development activities have high impact
NOT ALL IS LOST
Stay tuned for
WANT TO BE INVOLVED?
NEED MORE DETAILED INFORMATION? Contact Linda on Slack @linda.morgan
Discovery Interview Summary
Overview of the main themes that surfaced as a result of 35 discovery interviews conducted between July 16 and August 30, 2018.