Can the design principles of coupling and cohesion be applied to organisation design in the same way they are applied to software design?
The amount of communication paths / dialogues people have to maintain with each other to share the context of what they are working on in a team is, I believe, critical to delivering quality software at pace, here are some of my thoughts….
“In quantum mechanics, the uncertainty principle, also known as Heisenberg’s uncertainty principle, is any of a variety of mathematical inequalities asserting a fundamental limit to the precision with which certain pairs of physical properties of a particle, known as complementary variables, such as position x and momentum p, can be known simultaneously.”(Uncertainty Principle, 2015/09/30)
Hopefully that wasn’t too scary any opening gambit! My point is that I’ve seen some managers and leaders try to govern complex problems by measuring a small number of critical parameters. I think that data driven delivery is great, but I caution anything which could discourage thinking about the broadest problem to be solved.
After a small stint working for a media company I’ve seen a little of editorial independence in action, I think it has benefits for freedom of press. I mention this by way of analogy as I think there is also a benefit to separating out ‘what’ you want to achieve the product goal, and ‘how’ you want to achieve it and having the best possible ‘how’, the architectural approach, at least initially not constrained by the pressure of also defining how and when it will be delivered.