Empowered teams own outcomes, feature teams just ship

A product team, an empowered product team, instead of being given that roadmap of features, they're given problems to solve. Now they're customer problems or they're business problems or both, but they're given a problem to solve. Usually one or two a quarter on top of of course the keep the lights on kind of work that everybody does, but they're given hard problems to solve and the measure is not ship the thing. The measure is it solves the problem.

On a feature team, you're basically given a roadmap of output. That's the key, is output. In other words, their features are projects that usually it could have come from an executive, could have come from a big pocket customer, could have come from wherever. But it's a bunch of features and literally you're being asked to design, build, test, deploy that feature.

On a feature team, you're basically given a roadmap of output. In other words, their features are projects that usually it could have come from an executive, could have come from a big pocket customer, could have come from wherever. But it's a bunch of features and literally you're being asked to design, build, test, deploy that feature.

You can't really delegate roadmap to an R&D team. The team who's responsible for maintaining the product, for building the product, who has the closest feedback loop with the end customer, they're the ones who really need to own and feel like they control the roadmap.