Comment by phpnode
20 hours ago
If that group is necessary then it's a damning indictment of the product/engineering culture. The CTO's job should be to fix the broken culture, not try to side-step it.
20 hours ago
If that group is necessary then it's a damning indictment of the product/engineering culture. The CTO's job should be to fix the broken culture, not try to side-step it.
Hard disagree. Culture isn’t the problem, org structure is. You can call it an experiment or even a hack. Every team is already innovating within their scope, and splitting becomes easier as that scope grows.
What is too much is asking an Engineering Manager to start a completely independent product line that may go nowhere. It’s far more effective to rely on senior, staff+ engineers who don’t need management and have experience taking things from 0 to 1. They can build an MVP quick. Once we see real signals of PMF, we can then build a team around it (or drop it)
Not every company is a product/engineering company.
A CTO is a common title at medium and larger law firms, and an office of the CTO for that org sounds like a great idea.