The Production Line Problem
Think of your company as a factory. Your software development team is the production line - the place where raw materials are transformed into finished products. When you enhance this team with AI tools and processes, it's like installing a new, more powerful engine on your production line.
But here's the catch: if you're not supplying enough materials to keep that production line busy, you won't see the full benefits of your investment.
The New Bottlenecks
When your development team accelerates, the bottleneck typically shifts upstream. Here's how this manifests:
Product Management & Design Teams
With developers working faster, they can quickly exhaust the backlog of well-defined features. Product managers and designers now need to:
- Define new functionality
- Create detailed requirements
- Produce designs and specifications
Without matching the development team's increased velocity, you'll have engineers sitting idle, waiting for new feature requirements.
Product Strategy & User Research
Going further upstream, product managers need clear direction to define features. Without a solid product vision and roadmap, they'll struggle to feed the newly accelerated development machine.
The responsibility falls on roles like:
- Head of Product
- Chief Product Officer
- Product Owner
These leaders must create the blueprint that guides the entire production process to enable growth in priority markets and users as well as entering new markets. In addition, they need to define the features that users require in these target markets..
Business Strategy & Finance
At the very beginning of the chain sits executive leadership. They establish business priorities, revenue goals, and budgets that determine what products can be built in the first place.
Identifying Your Organization's Bottleneck
You can diagnose where your bottleneck lies by looking at symptoms:
- Growing feature backlog? Your development team is the bottleneck.
- Clear product vision but shrinking work backlog? Product management and design teams need enhancement.
- Budget exists but no clear product roadmap? Your product leadership needs strengthening.
- No budget for product development? Executive buy-in is your bottleneck.
What This Means For AI Adoption
When adopting AI in software development, organizations need to consider the whole value stream, not just the development team. This might mean:
- Implementing AI tools for product management and design
- Creating clearer processes for product strategy development
- Establishing better communication channels between product teams
- Adjusting staffing and resources across teams to maintain flow
The Bottom Line
AI-enhanced development teams can deliver tremendous value - but only if the rest of your organization keeps pace. By identifying and addressing bottlenecks upstream from development, you can ensure your entire product creation pipeline flows smoothly, maximizing the return on your AI investments.
When your development team accelerates by 42%, the question becomes: is the rest of your organization ready to match that pace?
Pete Whiting is the Head of Growth and Client Service at The Gnar Company, where he leads business development, marketing, and client service activities to help companies build high-quality custom software. With over a decade of experience at the firm, Pete specializes in driving revenue growth and ensuring high utilization of development teams through strategic go-to-market and product marketing initiatives.
Prior to joining The Gnar Company, Pete held executive roles in operations and marketing at firms such as Dispatch and MeYou Health. He also spent five years at Vistaprint, where he served as Director of Product Marketing and Strategy for the Asia Pacific region, accelerating annual revenue and gross profit growth through data-driven planning and multi-channel marketing. Pete’s career began in engineering and management consulting, including seven years at Deloitte Consulting leading growth strategy and post-merger integration for global industrial and high-tech clients. He holds an MBA with honors from UCLA Anderson and both a Master’s and Bachelor’s degree in Materials Science and Engineering from Brown University.
