Creative Freedom & Product Ownership

After nearly 2 years of blogging internally for my employer and building up an internal online community readership of nearly a thousand subscribers, I’ve been looking forward to getting my voice to the outside world. I have a lot to say, opinions on most things in the software industry and enjoy sharing.

Having made the personal commitment and investment to do so, I find that 2 days later the words are all there but can’t find form. Where’s all the inspiration that caused me to do this gone?

I know my intended audience, I know the sort of things I usually write about are interesting, I have complete creative control and no real constraints on what I can and can’t say for the first time in years! What happened?

Complete creative control with no constraints?… Oh!…

Complete creative control makes life harder, not easier!

When you move to an environment where you are both delivery team and product owner, how do you go about putting some of the safety rails back up to get back on track and delivering successfully?

Whilst over in the US last week I saw a biography on “Pink” -  I’ve just learned a great lesson from her experiences.

Creative control for Pink’s first album was governed by her record company and whilst very successful, she sought a greater say in her future output.

For her second album, Pink contacted an artist she greatly admired and against the wishes of her record company, developed an album of new material on her own terms. In developing the album she had a clear goal and vision; pair up with a personal heroine, take control and prove she could deliver.  Pink broke the rules and had something to fight for.

On hearing the output, record bosses conceded she’s achieved something special and the album was a massive global success. Following its success her songwriting partner saw a huge surge in demand for her skills and Pink was given complete creative freedom and trust for her next album. – She’d massively over-achieved her goal.

Album#3 didn’t go so well. Her partner was no longer available, complete control was hers but there was no focus. Development was a strained, long process and whilst it did eventually ship, sales performance was generally poor.

Does this sound familiar?

Needless to say Pink’s output did recover.  Now I’ve found my voice I need to re-check both my original vision and my constraints.

After mentioning that I was about to write this post, a good friend and colleague sent me a link to this old business week article from the VP of Google’s search products. It frames the whole constraint thing better than I can – well worth a read.

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About The Dread Pirate Crom

Captain Crom started programming and debugging games from magazines on his Brother’s BBC as a small boy in the early 1980s. With early qualifications in both computer science & art and a love of live music it became clear he was destined for bad things. His tyrannical ways commenced with a degree in Computing & Informatics at Plymouth and from the mid 1990's a career in the software industry. After formative years as "The Scourge of the Thames Valley" between Reading and Bracknell with occasional raids on the San Francisco Bay area, since 2004 he has been seen sailing stretches of the A10 North and South of the Isle of Ely with the primary source of his raids targeted around Cambridge. Sightings have also been rumored as far afield as Scotland, Norway, India, Nevada, Florida and Georgia. The Captain has served in companies ranging from successful startups and ailing dot-coms to global corporations, spanning roles from IT, consulting, support, development and management through to agile coaching. The common thread in each of his roles is that he has always chosen to join software product groups - usually large-scale enterprise software. His large-scale product and organizational focus differentiates him from the more common textbook agile captains. (Other differentiators include his distinctive hoop earrings and love of spiced rum) The Captain's Agile experience started with a blend of FDD and XP in what he describes as "the most disciplined team he had ever served with". He subsequently moved onto using Scrum and XP blended with Theory Of Constraints, Kanban and Lean philosophies to improve software delivery techniques in other organizations. He believes every member of a delivery team should spend time with customers supporting the product they produced. “Sitting at the dirty end of a product (or cutlass) completely changes the way you think about business processes and write software for the rest of your softwarefaring career!”
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