Heck yeah. Organize for the systems you think you need. And keep refactoring the org when you are wrong about that, lest you get stuck with a crew that can only fulfill yesterday’s vision.
A friend and I achieved a lot in 11 months. He (principal) focused on things like cameras on (we’re full remote) and getting people to give real status. I (senior) was pushing DMs into public channels, instituting PRs, calling out good work publicly. A lot of frustration but we actually talk now.
Organizational design can be like a sculptor’s process, where communication channels are the armature, and individuals naturally construct the organization.
Comments
I can’t even get people to use Teams to chat. One dude is too busy, heads down with “tickets”. At least that’s his excuse.
A weird, visible but unintelligible barrier around groups of people making collaborating difficult.
Got any advise?
What is your formal role there?
But as a dev manager, I saw similar behavior at GameStop and Home Depot. So it feels common to me.