There's an interesting point buried in this otherwise pretty dull article, that diverse, cross-functional teams can seem slower when you're working in them (because there's more explaining and discussion) but often are more productive when measured over long periods of time (because they are much less likely to work on things that aren't ultimately useful). It's a little deceptive, since what's right in front of you is the oh-god-we-have-to-talk-about-that-again of your day-to-day, but, a year later, you're much more likely to launch something that works.

From the article: "this idea — that cross-functional teams are more efficient than specialized ones — flies in the face of most peoples' intuition. When people are thrown into teams containing a mix of different job skills, they often feel they're being less productive, because they're forced to spend a lot more time talking to people with different job skills. Individual workers might feel these interruptions reduce productivity. But these conversations tend to increase the productivity of the organization as a whole. That's because one part of the company is less likely to waste time working on things that don't actually serve the needs of other parts — or, ultimately, of customers. "
Shared publiclyView activity