Summary
The best companies build their most innovative products when they give teams problems to solve, rather than features to build, and allow them to learn, test, and iterate rapidly. Everywhere we see the value in less design up front, speaking directly with users, and leaders getting out of the way. However, how can self-organizing teams be sure that collectively we're headed in the same direction? How can leaders with limited resources ensure our teams are aligned without disempowering them? Enter Growth Boards, a lean governance tool to help you find that happy medium between chaos and command and control.
Key Insights
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Growth boards are a lean governance tool that align autonomous product teams with leadership by focusing on real business metrics and outcomes rather than output or status updates.
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Enterprises are shifting from project-focused teams with detailed requirements to empowered, cross-disciplinary product teams responsible for problem-solving and business outcomes.
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Lean governance aims to find a balance between chaos (lack of direction) and command and control (rigid planning), enabling faster decisions while preserving team autonomy.
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Cross-functional leadership boards including business, IT, finance, legal, and design improve decision-making by sharing diverse perspectives, especially exposing product teams to financial metrics.
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Product designers are fully integrated in product teams and leadership boards, underscoring the importance of user-centered design in enterprise product strategies.
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Growth board meetings happen quarterly and cover vision, customer problems, experiments, team health, blockers, and specific asks, ensuring transparency and alignment.
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Growth boards enable early detection of teams that should pivot, spin down, or receive more resources, improving allocation of funding and strategic focus.
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Initial implementation of growth boards can be time-consuming and feel burdensome, but over time they become more fluid and support continuous product strategy refinement.
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Follow-up and transparent feedback after growth board meetings are essential to avoid teams feeling ignored and to maintain momentum and alignment.
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Before implementing growth boards, companies should establish clear objectives and measurable key results (OKRs) and ensure teams have meaningful metrics to track progress.
Notable Quotes
"Everyone is looking for ways to build better products and go faster, breaking down silos between business and IT."
"Leaders getting out of the way and letting teams make decisions with the immediate knowledge they have is key to agile at scale."
"Growth boards are not physical boards; the board refers to people like a board of directors guiding product investment decisions."
"Lean governance tries to find that happy medium where we make decisions quickly, keep teams aligned, and let them solve problems on their own."
"Many product teams have never come face to face with their revenue numbers before, so cross-functional exposure is eye-opening."
"Growth boards are really aimed around being very honest about the health of your product, not just painting a rosy status update."
"The conversation is about how much is this team costing the organization and whether that cost will be worth it in the future."
"Growth boards helped us identify teams that hit their runway early and needed to pivot or spin down, reallocating resources strategically."
"It took a long time for teams to prepare their first growth board presentations because many weren’t used to roadmapping or metrics."
"Growth boards demonstrate you can have agile development at enterprise scale without rigid processes or devolving into chaos."
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