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Thought this was interesting. Across 160 teams of researchers, just about all failed to make good life outcome predictions on things like GPA, evictions, layoffs, and others. Data followed 4.5k families across 15 years, with 13k features (varied over time). Haven't looked at it directly yet, but will be turning the docs and data inside out... In the meantime, authors claim this as showing the limits of ML. Oh, and it's published in PNAS, so you know there's some big publication energy there.
https://www.pnas.org/content/117/15/8398
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If he is the CTO it will be difficult for you to convince him.
Do you know what his rationale is? I’ve worked both ways and both have their perks and both have their challenges. I’ve been on very successful and efficient teams that were broken up this way, just requires more coordination across teams rather than within the same team.
When you set-up a team with the same skill set, it is hard to complete a component of work within that team. He is creating dependencies by setting it up that way. Reduce the dependencies to get the work done faster by having one of each skill set in the same team. My argument or justification for having a full stack team is to eliminate dependencies.
Has the CTO worked in startups before or in big companies primarily? Also what is the current reporting structure? If all the engineers report to him, then let him handle the re-orgs and re-architectures later. As long as you’ll get the architecture right so that you’ll don’t have to refactor due to scale issues later, don’t take on these things. You have a roadmap to deliver on and that should be your priority. His org structure is his circus. Let him deal with it.
If it helps, that’s my current scope as well. I have 3 roadmaps and 20+ engineers. I do not work with all of them as I am just one person and not all their projects need my involvement. So do what you do best as a pm I.e. ruthlessly prioritize so that you don’t burnout and let the cto figure out his org.
it's more than common CTO get there by technical ability alone but have little ideal how to manage. I would have to leave under such a CTO as yours. He is setting up for sure failure and will blame those around him for what he did.
I think that would work. You would need to have a cross collaborative portfolio group to stay in sync. Like an agile release train or stakeholder syncs.
It’s not uncommon to have platform teams supporting developers on front end UI. It’s also not uncommon to have full stack teams. There are pros and cons to both scenarios and neither is really any better or worse than the other.
I have seen full stack do more value delivery. This comes at an expense of a harder to maintain platform.
I am a startup fractional CTO with CPO mindset and I don't find many CTOs who even have a clue of how a startup should function. He will likely fail and take you with him.
Tell him it’s waterfall design, ask him about how he is envisioning teams to function in agile. Or does he even believe in Scrums/Agile
The problem is you are in banking. They will NEVER get on board with agile or product models
I too disagree, but as a Product manager your job is to manage the Product - with the resources you have access too. You can definitely take the effort to “influence without authority “ and maybe that will change. But don’t press your luck pushing against the engineering manager. They are the people manager, you, most likely are not.