If you were inheriting a team where the company had split product discovery from delivery (PM's look after discovery and a Delivery manager looks after delivery) what actions would you take? What if you couldn't change the structure?

Navigating a team where product discovery and delivery are split can be likened to steering a ship where the mapmakers and sailors operate in silos. My aim would be to bridge these worlds, ensuring that the one who charts the course is also part of the journey to the destination. Here's how I'd approach this challenge:

1) Understanding the Current State

First off, it’s crucial to dive deep with the team to identify where the current separation creates more hurdles than help. Often, it’s the invisible friction—delays, misalignments, or simply the inefficiencies—that highlights the need for a "Full Stack" PM approach. Understanding these pain points from the team's perspective forms the foundation of any proposal to shift towards a more integrated model.

2) Gathering Broader Insights

Next, I'd widen the conversation to include cross-functional partners, especially from R&D. The aim here is to uncover how the split affects the flow from discovery to delivery. Are we taking longer to bring solutions to life? Are customer problems being fully addressed? Insights gathered here are not just valuable feedback but critical evidence that supports the need for change.

3) Crafting and Proposing the Change

With a solid understanding and broad insights, it's time to lay the groundwork for the proposal. This involves:

• Highlighting the Pain Points: Making the "approving body" acutely aware of the suboptimal outcomes arising from the current structure.

• Proposing a Unified Approach: Outlining how a more cohesive strategy could enhance efficiency, effectiveness, and accountability across the board.

• Seeking Initial Feedback: Pitching the idea in one-on-one sessions to gauge reactions, gather constructive criticism, and understand potential barriers.

This phase is about building a compelling case for change, rooted in real-world challenges and bolstered by cross-functional support.

4) Fostering Collaboration

While advocating for structural change, fostering immediate collaboration within the current framework is essential. This means finding opportunities for Discovery PMs and Delivery PMs to share insights, collaborate on tasks, and participate in each other’s key activities. The goal is to create a shared understanding and accountability for the entire product lifecycle, even before any formal changes in team structure and workflow are made.

5) Implementing Validation Strategies

In parallel, it's crucial to implement robust validation strategies for new experiences. Systematic UX testing, Alpha/Beta programs, and other approaches focused on uncovering the effectiveness of an execution plan in addressing the customer problem or opportunity, can significantly de-risk deliverables. This approach not only improves the product but also builds a culture of evidence-based decision-making.

Conclusion

Inheriting a divided team offers a unique opportunity to champion a more integrated approach to product management. By understanding the current challenges, gathering wide-ranging insights, and carefully crafting a proposal for change, the goal is to move towards a structure where discovery and delivery are seamlessly connected. Immediate steps to foster collaboration and implement validation strategies can bridge gaps in the short term, setting the stage for a more cohesive and effective product development process.