Dan Partridge’s Post

🌟 The IT Director’s Cut: Two Tribes 🌟 I am currently in an extremely interesting and fulfilling position. As an IT Director running delivery for a software automation product ( Robotic Process Automation, or “RPA” for those close to the tech), I have oversight on all things engineering I love it Particularly when I’m in discussion with my IT Operations colleagues, and especially when they want to talk about “Development” You see, I once was “one of them”. Dedicated to stability, sustainability and client satisfaction. At the first line of defence and primary contact for customers. An old boss and mentor once told me “no-one ever compliments on a clean loo, but they sure let you know if its not…” Too true ! So I know where my IT Ops colleagues are coming from when the have concerns about “Development”. And I know where my developers are coming from when they struggle to provide IT Ops their full attention. These two tribes are co-dependant, but often operate often at a complete phase-shift. I overcome this constraint by encouraging transparency, detail when asked, understanding of each other’s motivations, but above all, empathy. And my colleagues follow suit. This way the tribes present one consistent presence, and are focussed on our client’s satisfaction. We are accountable as one tribe 🧑🤝🧑 In my experience, empathy, transparency, and shared accountability can transform separate teams into a unified force, focused on the bigger picture: delivering exceptional results for clients. I’d love to hear how others foster collaboration across different functions or navigate challenges like these. #ITLeadership #TechLeadership #ITDirector #CTO #ITManagement #GrowthMindset

🌟 The IT Director’s Cut: Two Tribes 🌟 I am currently in an extremely interesting and fulfilling position. As an IT Director running delivery for a software automation product ( Robotic Process Automation, or “RPA” for those close to the tech), I have oversight on all things engineering I love it Particularly when I’m in discussion with my IT Operations colleagues, and especially when they want to talk about “Development” You see, I once was “one of them”. Dedicated to stability, sustainability and client satisfaction. At the first line of defence and primary contact for customers. An old boss and mentor once told me “no-one ever compliments on a clean loo, but they sure let you know if its not…” Too true ! So I know where my IT Ops colleagues are coming from when the have concerns about “Development”. And I know where my developers are coming from when they struggle to provide IT Ops their full attention. These two tribes are co-dependant, but often operate often at a complete phase-shift. I overcome this constraint by encouraging transparency, detail when asked, understanding of each other’s motivations, but above all, empathy. And my colleagues follow suit. This way the tribes present one consistent presence, and are focussed on our client’s satisfaction. We are accountable as one tribe 🧑🤝🧑 In my experience, empathy, transparency, and shared accountability can transform separate teams into a unified force, focused on the bigger picture: delivering exceptional results for clients. I’d love to hear how others foster collaboration across different functions or navigate challenges like these. #ITLeadership #TechLeadership #ITDirector #CTO #ITManagement #GrowthMindset

🌟 The IT Director’s Cut: Two Tribes 🌟 I am currently in an extremely interesting and fulfilling position. As an IT Director running delivery for a software automation product ( Robotic Process Automation, or “RPA” for those close to the tech), I have oversight on all things engineering I love it Particularly when I’m in discussion with my IT Operations colleagues, and especially when they want to talk about “Development” You see, I once was “one of them”. Dedicated to stability, sustainability and client satisfaction. At the first line of defence and primary contact for customers. An old boss and mentor once told me “no-one ever compliments on a clean loo, but they sure let you know if its not…” Too true ! So I know where my IT Ops colleagues are coming from when the have concerns about “Development”. And I know where my developers are coming from when they struggle to provide IT Ops their full attention. These two tribes are co-dependant, but often operate often at a complete phase-shift. I overcome this constraint by encouraging transparency, detail when asked, understanding of each other’s motivations, but above all, empathy. And my colleagues follow suit. This way the tribes present one consistent presence, and are focussed on our client’s satisfaction. We are accountable as one tribe 🧑🤝🧑 In my experience, empathy, transparency, and shared accountability can transform separate teams into a unified force, focused on the bigger picture: delivering exceptional results for clients. I’d love to hear how others foster collaboration across different functions or navigate challenges like these. #ITLeadership #TechLeadership #ITDirector #CTO #ITManagement #GrowthMindset

Yesterday, I had the pleasure of attending a webinar hosted by Pragmatic Institute that resonated with me. The focus was on a pivotal shift that many of us in the tech world strive to make: transitioning from emphasizing engineering teams' ⚙️ Output to concentrating on 🏆 Outcomes. 🔍 A significant point was raised during the discussion: Despite the high output of many engineering teams, there's a striking disparity in delivering actual customer value. A report by Pendo.io revealed a staggering statistic - the end-users never utilize 80% of new software features developed. This finding should serve as a wake-up call, compelling us to fundamentally reassess our development strategies. As product leaders, our role extends beyond overseeing the creation of new features. We are tasked with comprehending our businesses' broader strategy and vision. Each feature we pursue should directly address customer pain points, particularly in achieving corporate OKRs (Objectives and Key Results). 🎯 This approach necessitates a deep dive into understanding what drives value for our customers and how each feature aligns with the business's strategic goals. It's not just about building for the sake of building; it's about creating with purpose, with a clear vision of how each element of our product contributes to the larger picture of success. I want to encourage all my fellow product management professionals to reflect on this perspective. Let's strive to ensure that our efforts are not just about the quantity of output but the quality and impact of the outcomes we deliver. #ProductManagement #StrategicThinking #OutcomeOverOutput #CustomerValue

As a staunch advocate of Marty Cagan's "Inspired" principles, I've witnessed a remarkable transformation in our Product and Engineering teams. It's crucial to recognize the shift from merely being feature-focused to becoming genuinely empowered and inspired teams. One key takeaway from 'Inspired' (Marty's recent book) is the distinction between feature teams and empowered teams. Feature teams concentrate on delivering prioritized features with the value and business viability being external responsibilities. In contrast, empowered teams, led by product managers, strive to solve problems in ways that delight customers and align with business objectives. This approach champions value and viability as intrinsic responsibilities. A pivotal concept in 'Inspired' is to 'fall in love with the problem, not the solution.' This resonates deeply with our approach. Engineers and product managers should focus on understanding the core problem before diving into solutions. This deep understanding fosters better solutions and more meaningful engagement with the work. In line with Teresa Torres' insights in 'Continuous Discovery Habits,' it's essential for engineers to actively engage with customers. Such interactions enhance empathy and understanding, guiding better product decisions. Encouraging engineers to step out of their comfort zone and engage directly with customer feedback is vital for their growth and the development of truly valuable products. Lastly, organizational design plays a crucial role. Avoid isolating engineers from customer interactions. Encourage and facilitate their direct involvement in understanding customer needs. This practice not only aids in breaking out of the feature team mold but also significantly contributes to personal and professional growth. For engineering leaders, it's important to foster this culture of curiosity, problem-solving, and direct customer engagement. Our role in supporting and guiding this transformation cannot be understated. By doing so, we can drive our teams towards delivering not just features, but truly valuable and impactful solutions. #EngineeringEmpowerment #ProductManagement #CustomerEngagement #TeamCulture #InspiredByCagan

In the fast-paced world of product management and product operations, challenges are inevitable. Product teams often face a unique set of challenges that can impact their ability to deliver value. Let's discuss some common hurdles and explore strategies to overcome them. ⏹️ Siloed Data: One of the biggest challenges is dealing with data scattered across various systems. ❇️ Solution: Implement a robust data governance framework and invest in data integration tools to create a unified view of your operations. ⏹️ Lack of Alignment: Misalignment between product teams, engineering, and operations can lead to inefficiencies. ❇️ Solution: Foster open communication, establish clear roles and responsibilities, and encourage cross-functional collaboration. ⏹️ Scalability Issues: As products grow, it becomes increasingly difficult to maintain operational efficiency. ❇️ Solution: Implement scalable processes and leverage automation tools to streamline workflows and reduce manual effort. ⏹️ Measuring Success: Quantifying the impact of product operations can be challenging. ❇️ Solution: Define key performance indicators (KPIs) that align with business objectives and track them regularly. ⏹️ Resistance to Change: Introducing new processes or technologies can face resistance from teams. ❇️ Solution: Communicate the benefits of change clearly, provide adequate training, and involve teams in the decision-making process. What are the biggest challenges you've faced in product operations? Share your experiences and strategies for overcoming them in the comments below. #productoperations #challenges #overcomingobstacles #leadership #productmanagement

"A Problem Explained Well is Half Solved" – Ever heard this saying? As Product Managers, we know the power of a well-defined problem statement. In my quest to refine problem-solving skills, I stumbled upon the TOSCA framework, a gem often used in consulting. Let's dive into how it can transform your approach! 🌟TOSCA Breakdown Trouble: What's the core issue? Owner: Who's responsible? Success: What does victory look like? Constraints: What are the limitations? Actors: Who are the key players? Here's a real-world application: Scenario: My friend and her two co-partners run a retail outlet facing losses. They have no funds left for marketing. As a PM, I used TOSCA to clarify the problem: T: Retail outlet suffering a 30% YoY loss. O: My friend, the business owner. S: Increase profit by 50% in 2 years. C: No additional funds available. A: Business owner, co-partners, 10 employees. Core Question: How can we boost profits by 50% in the next two years without incurring new debt? 🔗 Let's Connect! How do you approach problem-solving in your projects? Have you used TOSCA or another framework? Share your experiences or challenges in the comments. Let's learn from each other! #ProblemSolving #TOSCA #ProductManagement #Leadership #Innovation 

We had a defining moment in our journey as a team. We won a massive 3-year, multi-million dollar deal with a major technology company for 𝐭𝐞𝐬𝐭𝐢𝐧𝐠 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧. It was, without a doubt, one of the biggest wins of my career as the head of our Engineering Center of Excellence (COE), and it marked a significant milestone for my entire team. 𝑻𝒉𝒆 𝑩𝒊𝒈 𝑾𝒊𝒏 We had poured months of effort into crafting a winning solution, showcasing our deep expertise in software testing and test automation. It was a moment of sheer joy and celebration for all of us. 𝑻𝒉𝒆 𝑵𝒊𝒈𝒉𝒕𝒎𝒂𝒓𝒆 𝑩𝒆𝒈𝒊𝒏𝒔 But within a month, the celebration turned into a crisis. The delivery team realized that this was not your typical automation testing project. It was far more complex, requiring deep expertise in testing optimization and automation strategies. What followed was one of the toughest challenges we had ever faced. 𝑻𝒉𝒆 𝑺𝒑𝒂𝒓𝒕𝒂𝒏𝒔’ 𝑪𝒂𝒍𝒍 𝒕𝒐 𝑨𝒄𝒕𝒊𝒐𝒏 That’s when the Spartans—our COE team—jumped into action. We couldn’t afford to lose this opportunity. The entire team rallied behind me, and we decided to take the reins and turn the project around. The next three months were intense. We re-engineered the solution, optimized the strategy, and leveraged automation accelerators to transform the entire testing process. The results were nothing short of extraordinary: - 𝐑𝐞𝐝𝐮𝐜𝐞𝐝 𝐫𝐞𝐠𝐫𝐞𝐬𝐬𝐢𝐨𝐧 𝐭𝐢𝐦𝐞 for 40,000 𝐭𝐞𝐬𝐭 𝐜𝐚𝐬𝐞𝐬 from 3,000+ 𝐡𝐨𝐮𝐫𝐬 to 𝐮𝐧𝐝𝐞𝐫 4 𝐡𝐨𝐮𝐫𝐬. - Streamlined management of the automation suite with 𝐣𝐮𝐬𝐭 4 𝐩𝐞𝐨𝐩𝐥𝐞, 𝐝𝐨𝐰𝐧 𝐟𝐫𝐨𝐦 50+. What seemed like a lost battle turned into one of our greatest success stories. Today, the solution we built is used by a 1,000+ strong engineering team, setting a new benchmark for testing efficiency. 𝐓𝐡𝐞 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲 This experience taught me that adversity is the best teacher. No matter how dire a situation may seem, if you have a team that believes in the mission and supports each other, you can overcome any challenge. 𝑳𝒆𝒂𝒅𝒆𝒓𝒔𝒉𝒊𝒑 𝒊𝒔 𝒏𝒐𝒕 𝒋𝒖𝒔𝒕 𝒂𝒃𝒐𝒖𝒕 𝒍𝒆𝒂𝒅𝒊𝒏𝒈 𝒘𝒉𝒆𝒏 𝒕𝒉𝒊𝒏𝒈𝒔 𝒂𝒓𝒆 𝒆𝒂𝒔𝒚, 𝒃𝒖𝒕 𝒂𝒃𝒐𝒖𝒕 𝒔𝒕𝒆𝒑𝒑𝒊𝒏𝒈 𝒖𝒑 𝒘𝒉𝒆𝒏 𝒕𝒉𝒆 𝒐𝒅𝒅𝒔 𝒂𝒓𝒆 𝒂𝒈𝒂𝒊𝒏𝒔𝒕 𝒚𝒐𝒖. So, to everyone facing tough times—remember, you can always turn things around. Never lose hope. With the right team and mindset, even the most impossible challenges can become your biggest victories. #Leadership #Resilience #Teamwork #TestingTransformation #NeverGiveUp

"Keep me in the loop" is a common phrase in the workplace, emphasizing the importance of a team member staying aligned and updated on projects.   Similarly, effective feedback loops are crucial for sustained success, especially in agile settings, for early issue detection, customer alignment, and product market fit. Hence, organizations prioritize strategies that optimize feedback effectiveness and foster a culture of continuous improvement - so that product development remains on track and is responsive to customers' evolving needs.   Take a quick look at some actionable steps to best leverage fast feedback loops within agile environments, ensuring impactful product outcomes.   #AgileSuccess #ProductDevelopment #SRMTech

"Please keep me updated" is a frequently used phrase in professional settings, underscoring the significance of team members staying informed and aligned regarding projects. Likewise, efficient feedback mechanisms are vital for long-term success, particularly in agile environments, as they enable early detection of issues, alignment with customer expectations, and attainment of product-market fit. Consequently, organizations prioritize implementing strategies that enhance the effectiveness of feedback loops and cultivate a culture of continual enhancement. This ensures that product development remains on course and responsive to the ever-changing demands of customers. Here are some practical approaches to maximize the benefits of rapid feedback loops in agile contexts, guaranteeing impactful product outcomes.