Thanks for writing this, and your other blogs about product engineering. They give me confidence when I'm trying to demonstrate this mindset to an unengaged feature team. Show that we are engineers and more is possible. Would love to join PostHog ✨
Every single post is like you’re reading my mind. I’ve been thinking (and suffering) about the same problems for years, but you express them so clearly. Great post!
I totally felt and still feel this deadline doom loop in most companies I worked for.
I don't like the section good/bad product engineer because I feel like it is oversimplifying a lot of complex situations and may alienate people who actually need that kind of advices.
Lets say you're in a company that had this doom loop for years and then, changes its product management/engineering strategy. Now you're left with a massive tech debt and churning customers.
How do you actually go from this situation to fast feedback loops when the product and its technical base is neither supporting the needs of the business nor the needs of the customers?
In my opinion, to obtain this fast feedback loop, some of your engineers will have to spend a lot of time (maybe more than a month) (re)building the technical base before they can start releasing something to the customers.
Would the Posthog product team handle that kind of case differently?
Love the product engineer mindset, Posthog.
Thanks for writing this, and your other blogs about product engineering. They give me confidence when I'm trying to demonstrate this mindset to an unengaged feature team. Show that we are engineers and more is possible. Would love to join PostHog ✨
Every single post is like you’re reading my mind. I’ve been thinking (and suffering) about the same problems for years, but you express them so clearly. Great post!
Very interesting article, thank you!
I totally felt and still feel this deadline doom loop in most companies I worked for.
I don't like the section good/bad product engineer because I feel like it is oversimplifying a lot of complex situations and may alienate people who actually need that kind of advices.
Lets say you're in a company that had this doom loop for years and then, changes its product management/engineering strategy. Now you're left with a massive tech debt and churning customers.
How do you actually go from this situation to fast feedback loops when the product and its technical base is neither supporting the needs of the business nor the needs of the customers?
In my opinion, to obtain this fast feedback loop, some of your engineers will have to spend a lot of time (maybe more than a month) (re)building the technical base before they can start releasing something to the customers.
Would the Posthog product team handle that kind of case differently?