Relatedly, I'd love to see an experiment in segregating "people managers" from "organizational managers". Imagine having one manager who is responsible for coaching your career growth, helping ensure you have the right opportunities, etc; and another manager who is responsible for the product you work on. You could have lots of people managers for support, and few organizational managers for minimizing org chart depth between products and the CEO.
Of course, in some places this approximates the split between PM and eng. I don't have great breadth of experience, but I haven't seen that work amazingly... though admittedly, more from PM churn issues than necessarily fundamental infeasibility. But still, it might not be as simple as that.
Of course, in some places this approximates the split between PM and eng. I don't have great breadth of experience, but I haven't seen that work amazingly... though admittedly, more from PM churn issues than necessarily fundamental infeasibility. But still, it might not be as simple as that.