Aligning Product

Chapter 1: Hierarchy
I will outline for you the most efficient hierarchy of roles and positions within an organization to enable product design, development and growth success.
Most legacy organizations may find it difficult to change their internal structures as it will require changing - or adding/removing - of positions, responsibilities and roles. We’ve all been through these at some scale and they are never easy. I do know from experience that if you can weather the difficulties, it will reap benefits once the organizations is re-stabilized.
I will also outline ways to reorg in less disruptive ways so that existing org structures can get up and running with some newer and more responsible product-success oriented ways but quicker.
If you are just setting up a new product organization, this is the way to do it.
Chapter 2: Responsibility empowerment methods
Here I’ll outline how to actually plan and implement a day-by-day action plan with the types of meetings and reports that ensure product success. Not only the meetings but who should be in them and why.

We’ve all heard of and perhaps participated in organizations with OKR implementations. OKR is fantastic in many ways but the implementations I’ve seen or experienced are missing some key components. I’ll outline a way to make OKR more impactful in a product org structure that keeps everyone on task and motivated intrinsically.
The action plan will integrated nicely with Pillar 1’s structure to keep everyone on task and focused on the goal.

I lost count of how many orgs I’ve been involved in with totally separate design and development units. You know what I’m talking about- the waterfall-esque ways of designing and then developing those designs sequentially. Sometimes called “throw it over the wall”.
This sets up an org for a lot of wasted time and frustration as designs get implemented in a silo and then thrown back over the wall and back-forth for whatever period of time - irritating leadership and slipping launch dates and so on.
With the advent of AI development, things are so fast now that I’ve developed a new way of integrating design and development into one matrix that has accountability built-in and speed of delivery increases by orders of magnitude.
I’ll also illustrate how QA/QC can be integrated in a new way with user-testing scenarios built-in at the outset of the product development life-cycle rather than the end. This solves the concerns of leadership who tend to struggle with true agile and especially Lean methods which can delay shipment and even lose customers no matter how fast and/or customer-centric the concepts are.