This is one I've hit a number of times, my solution in the past has been to 'go rogue' and get something done, people will be bothered (usually someone unofficially says it's a good idea), if it works out often enough, we'll start 'deciding' to do more things if for no other reason than to take some credit.
While reading, I was trying to come up with a cohesive idea as to why these things happen, or what single thing could prevent them. The best I could come up with is having a good 'Director of Development' or maybe Project Lead. I don't know what the title should be because I haven't really worked for one. I've worked with great team leads and companies with fine CEOs. CTO's are rarely close enough to the problems being solved and often just not available. I myself worked as a Director of Development for a small startup that eventually ran out of runway. The dev's said they enjoyed working together but I don't think it was long enough or going through the many pivots to test out how that would have been.
Most places I've been have business people that plan projects. Then there are product owners and PMs with teams, design/UX, front-end, back-end, SRE/devops, sometimes even multiple teams with overlapping roles to execute. This I know, doesn't work for long.
Startups that grow and promote internally to fill such a role, may or may not work--depends on the individual. What's really needed is good alignment and balance of business goals and employee happiness. Two things which are both true: startups need to iterate fast to find that magic point; employees are a company's greatest asset. You can't forsake one for the other.
> [0] Please don't comment about the voting on comments. It never does any good, and it makes boring reading.
Despite the quoted item, I couldn't see how to understand the (incorrect?) use of downvoting comments as disagreement rather than to discourage unwanted behaviour which doesn't contribute to a discussion. In any case, a comment as to why is always helpful.
This is one I've hit a number of times, my solution in the past has been to 'go rogue' and get something done, people will be bothered (usually someone unofficially says it's a good idea), if it works out often enough, we'll start 'deciding' to do more things if for no other reason than to take some credit.
While reading, I was trying to come up with a cohesive idea as to why these things happen, or what single thing could prevent them. The best I could come up with is having a good 'Director of Development' or maybe Project Lead. I don't know what the title should be because I haven't really worked for one. I've worked with great team leads and companies with fine CEOs. CTO's are rarely close enough to the problems being solved and often just not available. I myself worked as a Director of Development for a small startup that eventually ran out of runway. The dev's said they enjoyed working together but I don't think it was long enough or going through the many pivots to test out how that would have been.
Most places I've been have business people that plan projects. Then there are product owners and PMs with teams, design/UX, front-end, back-end, SRE/devops, sometimes even multiple teams with overlapping roles to execute. This I know, doesn't work for long.
Startups that grow and promote internally to fill such a role, may or may not work--depends on the individual. What's really needed is good alignment and balance of business goals and employee happiness. Two things which are both true: startups need to iterate fast to find that magic point; employees are a company's greatest asset. You can't forsake one for the other.