Rapid team growth doesn’t mean you need to give up balancing your projects, iterating and testing, or building a new product.
Each growing team is different: some teams will spend a lot of time brainstorming, planning, determining cost of delay, and discussing initiatives; others might lean toward taking a lot of action (and risks).
When your team is small, it’s easy to see who’s responsible for the success or failure of each product or feature. But when there are hundreds of PMs involved, each with overlapping responsibilities, things can get messy.
There’s no one right way to approach growing a product management team, but there are some best practices to keep in mind, and some universal pitfalls to look out for: