> Platform teams are engineering-led rather than product-led. There is almost never a product manager handing you a roadmap, no revenue line to follow, and no market to lose.
It's precisely because of this framing and mentality that platform teams don't actually serve people well and are usually highly dysfunctional towers of people inventing work.
The fix for having no market is to act like the teams you serve could leave. This whole article lists signals, and none of them is that. Being captive does not mean the users or internal teams don't have other options and don't notice. Being product-led means caring about your users. A platform teams should be product-led, not engineering-led in that very narrow meaning. Otherwise you invent work as this article so wonderfully exposes.
Yes. Which is why I don't really understand how any of it needs inventing. I'd rather read about how to find out what those teams actually need; and also how to tell when the answer is to build nothing new at all.
by "inventing" they mean that no one higher up in the org is going to tell you what your team needs to be working on, you need to do user research and discover the issues for yourself, and then come up with the right set of features that will solve those issues.
dabedee · · focus · HN ↗
It's precisely because of this framing and mentality that platform teams don't actually serve people well and are usually highly dysfunctional towers of people inventing work.
The fix for having no market is to act like the teams you serve could leave. This whole article lists signals, and none of them is that. Being captive does not mean the users or internal teams don't have other options and don't notice. Being product-led means caring about your users. A platform teams should be product-led, not engineering-led in that very narrow meaning. Otherwise you invent work as this article so wonderfully exposes.
hyperpape · · focus · HN ↗
dabedee · · focus · HN ↗
zem · · focus · HN ↗