The founders defined the mission and KPIs for each of the teams, while leaving the tactics and execution up to the team leads and employees.
The founders would define the mission and KPIs, while leaving the tactics and execution up to the team leads and team members.
What we learned is that when it comes to projects that pull in multiple teams, every additional intermediary between teams turns into a point of friction, which can quickly become significant.
If a marketing team needs help from an engineering team to develop a landing page, adding the extra step of going through central command can destroy momentum.
The really hard problems being faced by a startup usually transcend the mandate of any individual team in scope, so why limit the solution to a single team? You never know what employees from other teams may be able to offer in terms of ideas, solutions, or even help.
Knowing a team's goals motivated people from other teams to rally to their aid and do whatever they could to help them achieve their goals.
The senior team would be there for each team's Slingshot meeting.