The small Digital Team starts with a vision/concept direction with you as PO. You often notice that there are opportunities in creating new propositions and products for external or internal target groups. You as PO can signal these opportunities - and where necessary initiate an extra team. This means an extra PO, a strategist, designers and UX Researcher for creating a concept in a different market. These roles can come from the agency side, but even better: ultimately from the organization itself.
Over time, these concept teams transform into production teams. This means that some people stay, others are replaced, and additional people are hired (such as a Scrum Master, designers, and developers).
You can also look outside the organization for a person who can fulfill the role of Chief Digital Officer (CDO). This gives the CEO more space. This CDO function has changed a lot and therefore now laos telegram data plays an important role in the digital organizational change process.
McKinsey says the following about the new CDO role: 'The CDO is now a 'transformer in chief', charged with coordinating and managing comprehensive changes that address everything from updating how a company works to building out entirely new businesses. And he or she must make progress quickly.'
In short, it is very important for an organization to have a large network of talent, so that you can scale up quickly and maintain quality in the process. This may not be entirely in your hands as a PO, but you can indicate it in the organization. After all, the quality of your work is largely determined by your team.
The importance of a good atmosphere
The above tips will take you a long way. But essential for long-term success is to create an atmosphere that focuses on learning and experimenting and where making mistakes is allowed. A vibe that encourages people to set learning goals instead of pursuing performance goals. You can learn more about this in the book The Art of Failure .