Culture and Information Flow

Lessons From Accelerate: The Science of Lean Software and DevOps: Building and Scaling High-Performing Technology Organizations.

It's been a while, and the reason for that is that I have had to focus on a number of things in my career. First off, a vulnerable moment: Fidia, my last employer, shut down, and it has been difficult for me to navigate without internalising that as a personal failure as the Product Manager for the product. It has been one long journey of introspection and charting a way forward for myself. One thing is clear: it will never happen again with a company I work with, not as long as I can help it.

On a more positive note, I have recently finished reading the book "Accelerate: The Science of Lean Software and DevOps: Building and Scaling High-Performing Technology Organizations." It took me a while to get used to the book, and I had to reread the first three chapters to fully grasp the essence of this book, which was recommended by my new job. In a nutshell, the book provides empirical evidence of how high-performing teams have utilized Agile and Lean methodologies to achieve the outcomes that set them apart as high performers.

One of my favourite parts of the book is in Chapter 3, where the authors delve into the Cultural Capabilities of high-performing teams. The authors spotlight the Westrum Organisational Model, developed by sociologist Ron Westrum. His theory categorises organisations into three types:

• Pathological (Shady & Power-Hungry) Organisations: These are the folks who rely on fear and keeping info close to the chest to boss people around and get results.

• Bureaucratic (Rule-loving) Organisations: These guys are all about sticking to the rules, no matter what.

• Generative (Go-Better or Mission-Oriented): These are the ones who care about the mission and rally the whole team to make it happen.

One of the reasons why I am keen on the Westrum model is its strong emphasis on the necessity of free information flow—information that offers solutions, is provided promptly, and is effectively communicated.

Culture has been a challenging concept for me to define since I began my career. I've always worked from home, and what many companies referred to as "culture" often turned out to be their values. Because we all worked from our home desks, it was difficult to pinpoint exactly what our culture was as a remote team that meets three times a week. What signals the existence of a shared bond and way of life? Reading "Accelerate" made it clear to me that I was overthinking it; I simply needed to pay attention to how information flows.

Consider this scenario: you've been a part of a team for two weeks, and the onboarding process has been subpar. You don't quite understand the team's purpose or even who comprises the team, and you haven't fully grasped the products yet. Nonetheless, you are expected to deliver because you are being paid. This doesn't foster a great culture. The only semblance of culture in such a situation is the emphasis on a strong work ethic, which is actually a value to embrace.

Consider another scenario where the pace is fast, and you need to start delivering quickly. However, with every document your manager sends, they accompany it with a voice note on Slack. They embed Loom recordings and reassure you that it's okay to make mistakes. Interestingly, when providing feedback on your work, they don't focus on specific tweaks; instead, they make sure you understand the significance of your work. This approach already helps you discern what was right or wrong with your implementation. It allows you to interpret what you've heard in the context of what you've delivered. And when you don’t get it, they provide more specific feedback, giving you the space and confidence to improve. There’s transparency, clarity and empathy.

I have been fortunate to work with teams in the second category, and what truly impressed me about them was the free and timely flow of information. In contrast, the worst teams were those where no one was willing to be vulnerable or open about the company's current state. When information was kept in silos, the founders visibly bore the burdens and loneliness.

When you join a team, focus on the dynamics of information flow. Take note of which questions are discouraged, how quickly people dismiss inquiries as "dumb," or how often they respond with a curt "Read the doc" when you seek clarification. These subtle cues can reveal a potentially pathological culture within the team. In such environments, some employees might be unaware of vital information like revenue figures, hindering their ability to contribute to the broader vision and drive the company forward through their work. If you work here, RUN!

What Does Information Flow Mean To Product Managers?

The writing, discussions, meetings, and debates that product managers undertake are essential in shaping the operation of the entire product team. The product is the nucleus of every company and every startup starts primarily as a product team. The whole point behind the Product-led agenda in recent years has been about the product team being the microcosm of the entire org.

After reading "Accelerate," I am confident that product managers are the cornerstone of a generative culture for our teams. The best product manager is one who can align their team around a single vision and empower them with the necessary information to build. This role extends beyond just the product itself; it also encompasses how the CEO communicates to you, and your ability to take that communication and use it to build great products with open and continuous feedback, making communication a free and open loop within the tem.

So, how do you become the centre of alignment?

Get Conviction:

Firstly, you need a solid understanding of why the product holds significance. As Marty Cagan emphasises in his book "Inspired," "We need a team of missionaries, not mercenaries.” If you don’t have a handle on the mission, you’ll be caught in a lot of arguments and you’ll find prioritisation difficult. Effective communication and information sharing begin with having a strong conviction about what you are conveying.

Be The Evangelist:

Secondly, it's crucial to have clarity regarding the "what." One effective approach I've discovered is to understand not just the "What" but also the "What Not" after establishing the basics of the "What." Nonetheless, you need to stay well-informed about what is being developed, what is being shared, and what feedback the customer has provided.

Ben Horowitz alludes to this in his popular essay "Good Product Managers vs Bad Product Managers," where he mentions that "Good Product Managers Know... extremely well." While he covers various aspects, the essence is that you bear the responsibility of knowledge and the opportunity to pass it on to the rest of the team.

Understand That There’s Different Strokes For Different Folks:

Thirdly, it's essential to understand the "Who." Effective communication only occurs when information is conveyed to the relevant parties. As a Product Manager, you must engage with and listen to different individuals who require shared context but may not possess shared understanding. It's your responsibility to ensure that everyone is in alignment regarding the why, what, and even the how when necessary.

You need to know how to communicate with busy, overscheduled startup executives and how to provide extensive communication to legal teams. The nuances of information flow depend on your ability to deliver it promptly to the involved parties. You must be clear and prepared to go back and forth and be open to debates and arguments.

Wrapping It Up:

I want to emphasise that Product Managers alone shouldn't be responsible for shaping information flow within an organisation. It's a top-down effort. If your leadership doesn’t mirror some of these traits, people will never ask for clarity when they know the CEO doesn’t like to “Repeat Himself” or when the CEO likes people who can “Grab Information Fast”. Leaders like that don’t build a generative culture.

My advice is to steer clear of organizations where optics matter more than outcomes. In places like that appearing intelligent takes precedence over accomplishing meaningful work. In such places, the culture is already established and likely won't be conducive for long-term success.

"Accelerate" highlights that speed is a key characteristic of high-performing teams. While we may worry that seeking clarity might slow us down, in practice, it doesn't. As you work with people and communicate, they begin to assimilate a certain work culture, they begin to work faster and begin to use their creativity to deliver exceptionally. So, keep writing, discussing, huddling, and debating— data shows that it will yield significant benefits.

Recommended Study:

• Accelerate by Nicole Forsgren, Jez Humble, and Gene Kim.

• Inspired by Marty Cagan.

• Westrum’s Organizational Model in Tech by IT Revolution.

• Storytelling For Product Managers.

• Good Product Manager/Bad Product Manager by Ben Horowitz