EMPOWERED

CHAPTER 44Empowering Experience Teams

As we described earlier, experience teams are responsible for how the product value is perceived by the actual users or customers.

A key point was that experience teams are most empowered when they are given as much end‐to‐end responsibility as possible.

This is more likely to happen when the scope of ownership for each team follows other natural patterns of the business such as the sales channel, market segment, or user type.

More often than not, this means creating a topology that is aligned by customer.

Here are some examples of alignment by customer:

• By user type or persona (e.g., Riders Team, Drivers Team)
• By a market segment (e.g., Electronics Team, Fashion Team)
• By customer journey (e.g., Onboarding Team, Retention Team)
• By sales channel (e.g., Self‐Service Team, Direct Sales Team)
• By business KPI (e.g., New‐User Growth Team, Conversion Team)
• By geography (e.g., North America Team, Asia Pacific Team)

This alignment means that experience teams have areas of ownership that match the outcomes that the business needs. There is little required translation between business outcomes and product work, and the teams can be given the autonomy to solve business problems directly.

Aligning by customer means different things for different types of products. What follows are some examples of alignment. This is by no means an exhaustive list, and these are not the only ways to organize the experience team topology for the cases mentioned. All ...