Suggestions
Dennis Jarosch
Looking for something new | Advising | ex-Square
Dennis Jarosch has a background in chemical engineering, primarily working in the field for a company called Velocys in Ohio. After being laid off in 2015, he transitioned to Corning, where he has found satisfaction in addressing technical challenges related to glass production, particularly in the context of meeting global needs for glass vials during the pandemic. His educational journey began at Western University, where he earned both his master's and PhD degrees, and he credits his time there for providing a strong foundation in chemical engineering principles that have been crucial in his career transitions.1
Currently, Jarosch is pursuing personal goals during a career break, focusing on self-improvement and possibly exploring new opportunities that align with his technical skills and interests. His determination and adaptability have been highlighted by former colleagues and professors, indicating a robust combination of technical knowledge and interpersonal skills that he brings to any endeavor.1
Highlights
Last week, I shared my principles for organization design. I intentionally kept them short and punchy. This week, I’d like to follow up with thoughts on how to approach organization design—specifically on creating ownership, responsibility, and accountability through org structure.
As tech companies are focusing on efficiency and rethinking their organizations, I felt compelled to share my learnings on organization design. I believe that well-designed organizations are key to delivering amazing products and product velocity. But how does one approach designing an effective product/engineering organization?
Here are 10 principles I distilled from the learnings of helping Square (now Block) grow from 600 to 12,000 employees:
- Organizational structure should promote clear and unambiguous responsibility, ownership, and accountability. It should be flexible, but durable.
- Design your organization to serve its customers. Decompose your domain into logical units and map those to teams. Recursively subdivide as necessary.
- Teams should be organized around a clear purpose/mission and empowered to accomplish their mission.
- Staff individual teams with the capabilities necessary to deliver value to their customers, rather than organizing by skills, e.g. backend, mobile, testing, etc.
- Keep the organization as flat as possible, for as long as possible.
- Elevate leaders who amplify the capabilities of their teams. Avoid leaders who seek power, centralize decision making, and do all the thinking themselves.
- By employing the inverse of Conway’s Law, you can use organization structure to promote your desired systems architecture.
- Don’t optimize for existing service boundaries and on-call rotations. These will adapt over time.
- Respect functional job families. People receive higher quality mentorship, career advice, and coaching from leads of the same practice.
- Allow for a bit of chaos. Too much order and structure can stifle innovation.
My Substack has a slightly longer version with more context if you're interested in this subject. Let me know what you think!
