Early in my career, I thought I had it all figured out.
I had seen what worked and what didn’t, and I was certain I knew how to build the perfect cross-functional team.
Then reality hit.
I found myself tumbling down Mount Stupid, that moment when confidence was high but actual knowledge was low. The more I learned, the more I realised how much I didn’t know.
Here’s what I discovered about building truly effective cross-functional teams:⤵️
➡️ 1️- Agile isn’t just about speed; it’s about learning.
Many companies focus on reducing cycle time, but the real goal should be to improve decision-making. Faster iterations mean nothing if teams aren’t learning from user feedback.
➡️2️- Exploration and implementation are two different mindsets.
Teams struggle when they treat innovation and delivery as the same process. Exploration needs freedom, but implementation needs structure. The best teams know when to switch between the two.
➡️3️- Perfection is the enemy of progress.
Designers want flawless user experiences, and developers wish to bulletproof code. But nothing ever ships if nobody is willing to release something that isn’t perfect. The best teams balance ambition with pragmatism.
➡️4️- True collaboration requires deep understanding.
Product owners, designers, and developers speak different languages. When they don’t truly understand each other’s constraints, frustration builds. The key isn’t just working together, it’s learning together.
➡️5️-Fear holds teams back.
Fear of failure. Fear of rework. Fear of criticism. But the best teams embrace discomfort. They test, iterate, and adapt because growth only happens in the unknown.
Looking back, I’ve realised that success in cross-functional teams isn’t about having the perfect process but the right mindset.
💡 We all tumble off Mount Stupid at some point. The key is to keep climbing.
What’s one leadership lesson you learned the hard way? – Ali Aydan
Ali Aydan: Tumbling Off the Peak of Mount Stupid
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