| Yup. It might even be that while the engineering team is aware of the faults, the MS exec team considers Teams to be brilliant. At the senior level the role becomes a sales role - you are continuously selling your output, team, product, vision, etc internally to the other execs, board, etc. It's important therefore to present whatever you are producing as exceptional. So you look for indicators that support your pitch. Sales and forecasts are far more important than product. Product is only as important as far as it directly impacts these numbers. And with channels / vertical integration / brand like MS, a core tool like Teams is almost a guaranteed success on these metrics as long as the product kinda works. And then it's very easy to fall into the trap of buying into your own pitch. When you are continuously repeating how great the product is you begin believe it and ignore criticism, including public opinion. "What matters is the markets opinion not the publics opinion and Teams has huge market share". So MS execs likely believe Teams to be brilliant, which is probably partly why there isn't the internal urgency to fix the issues. Also - its a golden goose! Its good enough, generates tons of revenue and fills a strategic product gap. Why take a big risk and refactor it? This could be a disaster. Takes a very brave, product focused leader to push on despite the above. |