Bridging the Chasm: How to Align Business and Product Teams for Success in Your Organisation

There’s often a fundamental divide between business and tech teams in organisations, driven by their differing priorities. 

Business teams focus on speed, market demands, and revenue goals. They want features to be launched fast, often pushing for immediate results even if it means cutting corners at times. Meanwhile, tech teams prioritise stability, scalability, and security. They care about uptime, clean code, and minimising technical debt. These contrasting approaches create a chasm that can stand in the way of product success.

And you have probably heard it before. The tech person says, “I’m just here to make sure the system runs; don’t measure me on customer satisfaction or revenue. That’s not my job.” Meanwhile, the business side demands, “Just get it done. We need to launch tomorrow. We’ll worry about scaling later.” 

“This (disconnect) can lead to rushed launches and misaligned goals,” says Mr Nicolas Khoo, Cluster Director, GovTech (Social & Family Development Cluster). The product then suffers, he explains. 

The tech is left dealing with quick fixes that accumulate technical debt, while the business team moves forward without considering the long-term technical implications, Mr Khoo says. The result? Inefficient processes, delayed improvements, and dissatisfied customers.

Mr Nicolas Khoo, Cluster Director, GovTech (Social & Family Development Cluster) speaking on “Bridging the product chasm with business”

Focus on the same customer
The solution to this divide is not just better communication. Both business and tech teams need to shift their focus away from internal stakeholders and toward the real end users, Mr Khoo says. “These are the people who will be directly interacting with the product or service.”

He explains that end-users are the ones receiving the services and the products. In the private sector, these refer to paying customers; in the public sector, these are usually the citizens.

Mr Khoo adds that it is important that both sides are on the same page and aligned. “You need to be moving in the same direction, agreeing on what’s important. And importantly, working towards the same problem statement and outcome.” 

For example, tech teams should understand that their work directly impacts customer satisfaction and business outcomes. On the other hand, business teams should appreciate the importance of building scalable, secure products that stand the test of time.

Creating impact
How can tech and business teams go about setting this in motion? The first and most important step is to stop thinking in terms of separate business and tech teams, says Mr Khoo.

Instead, organisations should form “impact teams”. These are cross-functional groups composed of both business and tech stakeholders, all focused on a shared product outcome.

Creating these impact teams may be uncomfortable at first, says Mr Khoo, as people are accustomed to operating within their specific silos. But it has to be done. “Stop calling yourself the tech guy or the business guy – it’s time to move away from this IT department versus business owner mentality. Form a product team with business folks, including the business owner, and the tech folks.”

But at the same time, it’s important to have a clear definition of roles and responsibilities within the team. Ambiguity around who is responsible for what can lead to confusion and dropped tasks, Mr Khoo explains. One useful framework is RACI which is derived from accountable, responsible, accountable consulted, and informed. This clarity reduces overlap and ensures that all team members know their roles and are held accountable.

Leadership is key
To make any product management strategy successful, it’s critical to have leadership buy-in and top-down support, says Mr Khoo. Senior executives need to understand the product strategy and how it affects business outcomes.

He adds that leadership also needs training to understand that product management isn’t just about approving budgets. Rather, when it’s about iterative development, agile funding models need to kick in to support a long-term product vision.

And ultimately, at the heart of bridging the product chasm is a cultural shift, Mr Khoo stresses. One that moves away from siloed thinking and toward collaboration, transparency, and a shared focus on customer outcomes. When business and tech teams align through impact teams, shared learning, and clear roles, they can break down the barriers that so often hinder product success.

This way, organisations can create products that not only meet business objectives but also delight the end users they sought to serve, Mr Khoo says.

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