In today’s world, from running a company to driving product development or managing a project feels like captaining a ship in the heart of a storm – lightning crackling, skies dark as ink, and waves hurling you in every direction. Sure, you’ve got a rudder and a map, but let’s face it: chaos often has the upper hand. Constant changes, unexpected hurdles, and endless demands bombard you from all sides. And just when you think you’ve regained your balance, along comes a rogue wave—or, more likely, an email with “URGENT” in the subject line – to throw you off course. But fear not! With sharp instincts, a steady hand, and an unyielding spirit, you’ll weather the storm. Arrr, onward to the horizon, maties!
Even on a ship, there’s a strict hierarchy to keep things running smoothly. At the top is the Captain, making final decisions on strategy and direction. The Quartermaster, second-in-command, represents the crew’s interests and helps enforce the Captain’s orders. Officers like the Bosun manage daily operations, while specialists like the Carpenter and Cook ensure the ship stays afloat and the crew stays fed. At the bottom, the crew members do the hard work—hoisting sails, swabbing decks, and following orders. This clear structure ensures the ship functions efficiently, even amid the chaos of life at sea.
On a ship, the Captain and crew make decisions in isolation, relying solely on their collective experience, intuition, and whatever rum-fueled conversations happen below deck. They plot their course, with a boots-on-the-deck approach, and while it’s effective in the heat of the moment, it lacks external perspectives.
In contrast, a company has a Board of Directors – a group of independent, outside advisors who swoop in with fresh, strategic insights from the safe distance of dry land. They’re not in the trenches with the crew, but their role is to provide objective advice, risk management, and long-term vision that the captain and crew might miss when they’re caught up in the day-to-day grind. They help steer the company through stormy waters, offering guidance and accountability from an outside perspective – kind of like having a squad of expert navigators who aren’t distracted by the immediate waves but can still help chart the best course.
While the captain might rely on reading the movements of seagulls to gauge the weather, in a company, the board serves as the metaphorical ‘weather report’ – offering valuable insights from a safer, more detached vantage point.
For companies to have a board isn’t just a “nice-to-have”; it’s the anchor of solid governance. They chart the ship’s long-term course with strategic oversight, keep the executives on their toes with a healthy dose of accountability, and bring a treasure trove of expertise, thanks to their diverse skills and perspectives. The board also shines at risk management, spotting storm clouds on the horizon before they turn into full-blown hurricanes. And let’s not forget their knack for credibility – earning trust from investors and stakeholders like a captain’s seal of approval. Well, that’s the idea anyway – all of which stands or falls with the quality of the members chosen to serve.
Russell Ackoff famously asked, “If a board is such a good thing, why doesn’t every manager have one?” After all, if boards are so great at overseeing the CEO, guiding strategy, and keeping everything on track, why not let every manager enjoy the same luxury? Ackoff didn’t stop there—he took the idea further by highlighting the often chaotic communication flow within companies. He pointed out that in many organizations, the left hand doesn’t know what the right hand is doing, or, more dramatically, the feet are touching fire while the head orders to march on—metaphorically speaking, of course. It’s as if the CEO is cheerfully marching forward while the team is scrambling to put out the flames beneath them. Therefore, Russ designed these management boards to provide managers with guidance and advice, while also helping to fix the often dysfunctional communication that plagues many companies.
Russell Ackoff came up with a refreshingly practical idea: management boards made up of a manager’s own manager and their subordinates. The task of this board? The same as a board of directors: provide independent oversight, strategic guidance, and accountability. Naturally, the manager’s superior should be on this board—after all, they’re ultimately responsible for the manager, and having a single source of strategic direction is crucial for any manager’s success. The superior provides that much-needed oversight and guidance. Meanwhile, the subordinates bring the real insights—those ground-level truths about daily operations, challenges, and opportunities that higher-ups often miss. This setup doesn’t just add more voices to the table; it makes decision-making more inclusive, responsive, and effective. Moreover, it fosters direct communication across multiple organization levels, ensuring that top-down strategy and bottom-up insights actually work together—like a well-oiled machine, or at least a machine that’s aware of the oil. Of course, this concept, as we kicked things off with the metaphor of sailboats, might not be common knowledge just yet.
Now, this is all well and good, but what if you’re not managing a team, but a product? How could product managers possibly benefit from this wisdom? We’re talking about product managers, who interact with all levels of the organization—from the development team to executives, customers, and everyone in between. So how does this idea apply? I wondered. Well, picture this: your own management board, made up of your superior (perhaps a VP or head of product) and your key stakeholders—those people who work closely with the product, like marketing, sales, customer support, and maybe even a few select customers. This setup would give you the same benefits Ackoff envisioned: clearer communication, better coordination, and faster decision-making. At least, that is the expectation.
As the Product Owner for B2B portals, my mission is straightforward (if a bit ambitious): boost retention, do 30% more with 30% less, and uncover shiny new business opportunities. To make it happen, I’m teaming up with product management, sales, business support, and operations. Naturally, as our product portfolio expands, so does the number of stakeholders—and with it, the complexity of keeping everyone on the same page. This year, to keep things from descending into delightful chaos, I’ve rolled out a product board inspired by Ackoff’s principles. It’s a carefully curated mix of strategic visionaries and hands-on doers who actually make things tick.
The first session went surprisingly smooth. The roadmap and proposals sailed through with no objections—almost suspiciously so. A few clarifying questions popped up, which gave me some insight into the underlying concerns, but overall, it was light on debate. Why the quiet room? Reflecting on it, there could be a few reasons:
- Pre-Alignment Payoff: Most key topics were aligned with stakeholders ahead of the meeting. Less drama, more nodding.
- Too Many Cooks: We had nearly double the ideal number of participants (about eight, including me). Bigger groups can stifle discussions.
- Mixed Media Mystery: Some joined online, others were in the room. Questions came from both sides, so the hybrid format likely wasn’t the main culprit.
- Flawless Prep (Not to Brag): A crystal-clear presentation with a solid narrative might have left little to question. Add in the pre-alignment, and most objections were preemptively handled.
Looking ahead, I’ll run these meetings every two months to update on progress, growth, and roadmap status, taking with me the above reflection aiming to increase active participation during the meeting. Stay tuned—things are just getting started!