GM operating structures: One size doesn't fit all

The structuring of General Manager (GM) roles is pivotal in shaping an organization’s operational efficiency and strategic direction. The experiences of Weedmaps offer valuable insights into tailoring GM models to suit the unique needs and dynamics of a business, particularly regarding the interaction between product teams and GMs.

Weedmaps initially adopted a direct pairing of product teams with GMs, a common approach in many organizations. However, this structure often led to silos, poor communication, and disjointed customer experiences, especially in a complex marketplace. A more centralized model for the Engineering, Product, and Design (EPD) teams might have been more effective, particularly in a business with overlapping experiences like Weedmaps (and marketplaces more broadly). Segmenting EPD teams under GMs for different business models, such as Marketplace and SaaS, while aligning business teams under market or vertical-specific GMs, could have created a more cohesive structure.

Aligning sales and marketing teams with GMs, based on business lines with significant product overlap, would enable GMs to advocate more effectively for EPD resources and prioritize initiatives. For instance, dedicating an EPD team to a specific project under the Delivery GM at Weedmaps, like developing a dynamic delivery experience that was unique to the delivery vertical, would have been a strategic move. Post-completion, these resources could return to the centralized EPD pool for redistribution.

This concept mirrors the flexibility of production lines in a food manufacturing facility. Drawing from my experience as a Production Supervisor at Maple Leaf Foods, dedicated lines could be reconfigured daily for different products, based on business needs. Similarly, in software development, each EPD team can be viewed as a 'production line,' specializing in certain products but flexible enough to adapt to business needs. GMs, therefore, play a key role in developing business cases for new products or initiatives, demonstrating their value and ROI. Successful advocacy by a GM for a particular project would temporarily assign the relevant EPD team to that initiative, aligning with the company's strategic goals.

Implementing a GM structure transcends mere operational adjustments; it's a strategic choice with profound implications. In some cases, aligning EPD teams with GMs might make sense; in others, centralizing EPD and aligning business teams might make more sense. One size doesn't fit all. By strategically aligning GMs with the appropriate teams and focusing on ROI-driven initiatives, organizations can cultivate a culture of accountability and efficiency. This approach ensures optimal resource allocation and contributes cohesively to the organization's overarching strategic objectives.