this post was submitted on 26 Feb 2026
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I have noticed a back and forth in engineering companies between prioritizing project teams, who focus on a single customer each, and product teams who focus on generic development, overarching the individual projects.
Upper management will see that a lot of products are sold (each sale is a project), and the company now actually has to deliver projects. So product teams are ripped up, and everyone is dedicated to specific projects, because making these deadlines is the most essential thing in the known universe.
A couple of years later, they hire expensive consultants to tell them how to optimize their business. These consultants will note (after simply asking the engineers) that there is a lot of development being done many times over, once for each project. So the entire organisation is optimized by ripping up the project teams, and placing the engineers in product teams.
The result is a new standardized product, of which the company can sell a lot, which eventually brings us back to step 1.
A good company will realise that going 200% into 1 direction will make it way harder to steer back once the inevitable pull into the other direction arrives. So a more temperate approach, tends to win in the long term. But explaing that to a manager is usually a waste of your time.