AI will make the traditional "product pod" structure obsolete for design. Designers, empowered to learn contexts faster and cover more ground, will operate in a more fluid, centralized team. They will be deployed across entire user journeys that span multiple teams, rather than being calcified within a single product area.

To create a cohesive product across multiple teams, GitHub uses a framework that forces alignment upfront. By ensuring all teams first deeply understand the problem and collectively identify solutions, the final execution is naturally integrated, preventing a disjointed experience that mirrors the org structure.

Pendo's CPO warns that scaling isn't just about replicating processes for more teams. Leaders must simultaneously build coordination systems (design reviews, clear communication) while fighting to maintain the "maniacal focus on the customer" and rapid innovation that characterize small teams.

The old product leadership model was a "rat race" of adding features and specs. The new model prioritizes deep user understanding and data to solve the core problem, even if it results in fewer features on the box.

While traditionally creating cultural friction, separate innovation teams are now more viable thanks to AI. The ability to go from idea to prototype extremely fast and leanly allows a small team to explore the "next frontier" without derailing the core product org, provided clear handoff rules exist.

PostHog manages its 16+ product suite by assigning small, autonomous teams of roughly three engineers to each product. This "compound startup" approach allows them to go wide, competing with multiple point solutions while remaining flat and avoiding bureaucracy. The small team structure fosters ownership and rapid development.

To avoid choosing between deep research and product development, ElevenLabs organizes teams into problem-focused "labs." Each lab, a mix of researchers, engineers, and operators, tackles a specific problem (e.g., voice or agents), sequencing deep research first before building a product layer on top. This structure allows for both foundational breakthroughs and market-facing execution.

Staying lean is a deliberate product strategy. Bigger teams may build more features and go-to-market motions, but smaller, focused teams are better at creating simpler, more intuitive user experiences. Focus, not capital, is the key constraint for simplicity.

Instead of debating individual features, establish a clear "perspective" for your product. Artist's perspective as a "push-based product for quick insights" makes it easy to reject requests that don't align, like building an in-house video hosting tool. This aligns the entire organization and simplifies the roadmap.