“Come back in half an hour,” the host at Brix Italian Restaurant in Belleville, New Jersey, said with a sympathetic smile. The catering order for the wedding rehearsal dinner for about 100 people was not quite ready. When I had been sent to pick it up, what I didn’t know was that the restaurant was waiting to make a call back or see a “real person” show up for the order before starting on the final preparation. My daughter and I fancied a trip to Starbucks while we waited. I know, those of you who know me, are shocked to hear that. When we returned, tins full of food and utensils were waiting for us. We packed up the food and delivered it to the dining hall just in time to discover that there was an error with the order. Several, actually. My brother-in-law started on a list of “Oh no! Where is this?” questions. Critical items were missing, demanding a journey back to Brix. Arriving back at the restaurant, I learned that there had been several miscommunications between the person ordering and the host. Both sides misunderstood things. A few calls and transactions later, and another trip to Starbucks (of course), and we were ready for final delivery back to the venue. Urgent text and calls were coming in. We were late. We carried in the last dishes as the first guests started to arrive. It worked out, eventually.
Two weeks ago, my family and I made a trip to New Jersey to attend my niece’s wedding. My wife had helped her sister plan the event. As you can see from the story above, I had the audacious task of being the gopher, picking up supplies and orders. I wasn’t involved in the planning or decisions; I was just following orders. I didn’t mind. I got to spend time with my kids, even if it was just doing errands around the city. And yes, on many occasions it involved a coffee stop. But during this whole experience, I couldn’t help but see the inefficiencies and problems with this system. I was getting instructions to do things without any context as to why. Blindly following orders often means information gaps, inefficiencies, and lower quality, suboptimal outcomes. I saw that play out a dozen times.
Information is gold, but if you don’t have access to it, it is no different than any other rock in the mine. Empowering the person doing the work with the information they need to do the work is critical. For example, if I had understood the dietary plans for the rehearsal dinner or had been given insight into the rest of the menu, I would have been able to make decisions and double check the order before even leaving the restaurant. We were not operating as a team, but as siloed functions. The same thing happens in organizations. We often create towers of expertise and create transactional methods between those groups to get the work done. But sadly, there is often catastrophic context loss between those silos that results in a lack of clarity, misunderstandings, and errors. Tickets bounce back and forth between groups like ping pong balls. Multiple meetings are scheduled to close the gaps. Deliveries are delayed. Estimates are breached. Service is reduced. Teams are frustrated and outcomes are barely adequate. Sound familiar?
I’m a big proponent of aligning full-stack teams around outcomes. Enable low latency collaboration through proximity. Embed expertise close to the problem and enrich those team members with the greater context. In my example, if I had been embedded in the planning team, I would have understood the nuances needed to ensure alignment with the goals. When supply issues at the restaurant resulted in the need to pivot away from the written requirements, I could have easily and quickly made the changes that would have aligned with the menu goals because I was part of those plans. The same applies to our engineering teams. Don’t just understand the tasks in the user story you pull off the backlog, understand the why. When the technical or demand landscape changes, the engineer is empowered to apply problem solving skills that are relevant and contribute to the final outcome. By being embedded in the product team, each team member, regardless of their functional expertise, understands the goals, the common purposes, and each is able to quickly adapt and solve for unexpected complexities and changes. Gene Kim and Dr. Steven Spear call this “wiring for a winning organization.”
“Part of wiring an organization to win is to ensure that leaders at all levels are able to create conditions in which people can give the fullest expression to their problem-solving potential, both individually and through collective action toward a common purpose.”
- Gene Kim and Steven J. Spear, Wiring the Winning Organization
I’m a big fan of embedding engineers into business and product teams. It promotes proximity powered empathy engineering, unlocking information flow and enabling all the engineers and the rest of the product team to move fast. With context powered agility, team members can react to complex and problematic occurrences with elegance and innovation. I’m also fully aware that we all still have work to do. There are gaps we can close and other things we can do to make things better. If you find yourself driving around New Jersey blindly delivering wrong things at the wrong time, I can relate. Let’s collaborate! Let’s rewire and make it better. Oh, and of course, let’s stop by Starbucks on the way.
