Leading product in enterprise is different. Most enterprise teams are organized around technology: the mobile app team, the payments team, the platform team. This makes technical sense and customer nonsense.
Customers don't experience your org chart. They experience checkout, returns, account management. When teams align to technology, customer problems fall between the cracks—nobody owns the end-to-end experience. When teams align to value streams, ownership clarifies and handoffs disappear.
This isn't just reorg advice. It's a question: does your team structure match how customers experience your product, or how engineers architected it?