The real dynamics inside today’s product teams

Even with the challenges highlighted earlier, there is a great deal of positive momentum in how modern product teams work. Many of the practices the industry has been advocating for over the last decade are no longer aspirations. They have become standard ways of working.

 

One of the strongest signals is the level of cross-disciplinary collaboration. A large majority of respondents say that designers, engineers, and product managers work closely throughout the delivery process. This reflects a healthy shift away from siloed teams and handovers toward a more integrated product development model where decisions are made together and accountability is shared.

This trend toward collaboration is supported by another encouraging development. Product goals are increasingly aligned with company objectives. Respondents across industries report that the work their teams do is clearly connected to the broader ambitions of their organizations. This alignment not only improves prioritization and strategic clarity. It also strengthens the role of product teams within the business, positioning them as key contributors to outcomes rather than execution functions.

Values within product organizations are also maturing. Data protection and security have moved far beyond compliance checklists and are now treated as shared responsibilities across disciplines. Product teams understand that trust is part of the user experience and that secure foundations are essential for long-term product health.

The same shift can be seen in how teams approach inclusion and accessibility. Very few respondents disagree with the idea that accessible, inclusive design should be part of standard product craft. This reflects a broader cultural change in the industry. Teams are not only building for functional needs but for diverse user realities.

Together, these developments show an industry moving toward more mature, responsible, and user-aware practices. Teams are collaborating more closely, aligning their work with business strategy, and caring about the quality and impact of what they deliver. It is a reminder that despite the challenges that remain, the foundation for strong product cultures is already taking shape.

Across all respondents, one challenge appears more often than any other. Many teams struggle not because they lack resources or tools, but because they lack a clear sense of direction. When goals are uncertain or shifting, even experienced teams find it difficult to maintain momentum.

 

This gap becomes clear when looking at how teams use goals and KPIs. Almost everyone agrees that having clear goals matters, yet fewer than half say they actually have goals or metrics that guide their decisions in a consistent way. The expectation is there, but the structure to support it is often missing.

A similar pattern shows up when teams describe how they track progress. Most say it is important to follow up on KPIs and adjust direction when needed, but only a much smaller share do this regularly. Without a steady way to measure progress, it becomes difficult to stay aligned and focused over time.

Together, these signals point to a simple truth. Clarity is one of the most important elements of strong product work. Without it, teams can move quickly, but not necessarily toward the right outcomes.