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Bài đọc · ~152 từ
AProjects that require several teams to work together often stall not because of a lack of effort from any single team, but because each team naturally prioritises its own deadlines and goals over a shared project that benefits the whole company.
BThis tendency, sometimes called working in silos, is rarely intentional. A marketing team under pressure to launch a campaign and an engineering team focused on fixing bugs are both acting reasonably within their own priorities, even as the shared project quietly falls behind.
CAppointing someone with visibility across both teams, whose role is specifically to track the shared project rather than their own team's separate work, often prevents the project from being silently deprioritised by everyone at once.
DClear, shared metrics also help, since a project without an agreed definition of success leaves each team free to assume their part is finished, even while the overall goal remains far from complete.