Knight Shift

Remote teams need written context, fair participation and regular time together. Getting to know what matters to colleagues makes the work between visits easier, and leaders need to make room for that.

A continuous model of product development changes how I'd organise people: stable teams with end-to-end responsibility, small working groups, broader skills and shared R&D leadership.

I think product development can run continuously around outcomes, with agents trying changes, gathering evidence and earning authority within limits people set. Customers still need a coherent product and changes they can safely adopt.