SCALING PRODUCTS AND TEAMS IN A HYPER- GROWTH ENVIRONMENT - PowerPoint PPT Presentation

SCALING PRODUCTS AND TEAMS IN A HYPER- GROWTH ENVIRONMENT

ENGINEERING AND DESIGN-DRIVEN CULTURE

INCREDIBLE CUSTOMER SERVICE

VIRAL GROWTH GREAT FOR THE BUSINESS, TERRIFYING FOR THOSE RUNNING IT Soaring response times Persistent mobile bugs Frantic fire-fighting Culture clashes

PROBLEM MOBILE TEAM AND PLATFORM STILL IN THE “GARAGE” PHASE

FEW USERS VIRAL GROWTH Move fast and break things Move fast and break things (carefully) Few users affected Many users affected Low impact on operation High impact on operation

STEP 1 INVEST IN CODE QUALITY

CODE QUALITY TECHNICAL DEBT • trust your developers, don’t postpone it • constantly reevaluating • it will make things faster UNIT + FUNCTIONAL TESTING • let you sleep at night • devs must be responsible for their code CODE REVIEW + FEATURE BRANCHES • everyone should know the code • continuously improving / learning • facilitate cooperation across platforms

STEP 2 IMPROVE PROCESSES

END TO END TESTS E2E acquisition customers topmodel sendman POST PATCH GET GET /prospect/register /account-requests/:id /credit-limit /card-tracking :status 201 :status 200 :status 200 :status 200

CONTINUOUS INTEGRATION acquisition build-and-test End-to-end tests customers build-and-test deploy-to-prod deploy-to-staging sendman build-and-test

CONTINUOUS INTEGRATION MOBILE mobile end-to-end build-and-test tests release-to-store release-internal

CLOSE RELEASE OPEN BETA + CHECKLIST FEEDBACK + BUGFIX + CRASH MONITORING RELEASE

STEP 3 SCALE THE TEAM

PRODUCT / ENG TEAMS ISSUES • Larger team needed to address growing customer demands and SQUAD technical debt • Most squads have needs for mobile resources SQUAD • Mobile engineers: are they mission-first (the squad), or function-first (the platform)? SQUAD SQUAD MOBILE SQUAD

PRODUCT / ENG TEAMS WHAT DO WE GAIN • More autonomy for squads to prioritize and act on their SQUAD issues • Increased velocity / fewer barriers to decision-making SQUAD • Greater cooperation / cross- pollination between mobile and other functions SQUAD WHAT ARE THE RISKS • Platform/release SQUAD coordination • Design standardization across the app SQUAD • Team cohesion

PROBLEM ONLY WAY TO SCALE IS TO ADD HUMANS

CUSTOMER SERVICE PRODUCT / ENG TEAMS OPS TEAM CHANNELS / APPS SQUAD BACKOFFICE CHAPTER APPS

CUSTOMER SERVICE PRODUCT / ENG TEAMS Product / Engineering far from Army of the front lines generalists OPS TEAM Different cultures CHANNELS / APPS Fragmented, channel-based tools BACKOFFICE APPS

STEP 1 INVEST IN INTERNAL TOOLING

GLOBAL PRIORITY BADGE-SPECIFIC VOLUME OF "WORK" QUEUE PRIORITY QUEUE Job Job Job Job PREDICTIVE Job MODEL Job Job Job Job Job BACKOFFICE Job APPS Job Job Integrated dispatch and analytics service “Proximo”

WHAT DO WE GAIN? • Algorithms and prioritisation queues replace line Operating leverage managers and supervisors • Workflow optimization • Facilitates increasing levels of specialization • Intuitive UI reduces errors, training time, frustration • Ability to build small, focused tools that address Custom components specific objectives Adaptability • Maintain and evolve the software on our own schedule (e.g. ability to rapidly add new controls for fraud) • In full control of prioritization of features Security & confidentiality • Allows us to compartmentalise sensitive data • Reduced exposure to leaks at third party vendors • Ease of integration of all relevant data sources for use Integrated analytics in appropriate applications • Readily available metrics for managing and motivating squads • Transferable skillets and frameworks Learning / training

STEP 2 SETTING UP OUR ORG STRUCTURE TO SCALE

CUSTOMER SERVICE PRODUCT / ENG TEAMS OPS TEAM CHANNELS / APPS BACKOFFICE APPS

ENTIRE COMPANY SQUAD TRIBE SQUAD SQUAD SQUAD SQUAD CHAPTER

WHAT DO WE GAIN? • Close interaction between product/design, Product feedback engineering and customer service facilitates greater communication and strong feedback loops • Ability to think through full process from customer Comprehensive approach to product interaction to customer service support design • Breaks down silos between functions, particularly Cultural unity customer service and technical organisation • Agile processes (stand-ups, etc) open to all • All stakeholders and functions are aligned to the mission Accountability & ownership • “Peer pressure” within squads to do more with less • Metrics / OKRs are generated with buy-in of all functions • Cost of failure is more tangible Sense of urgency

PROGRESS?

MOBILE: INCREASED STABILITY, LARGER TEAM, AND A NEW PLATFORM 4.5 4.8 99.5% >99.9% 5x 5x 4.6 97.8% 2x

OPERATIONS: DECOUPLED CUSTOMER GROWTH FROM HEADCOUNT

“I skate where the puck is going to be, not where it has been”

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