基于项目管理或产品管理的专业化组织

一种常见形态是将项目管理和系统集成组成专门部门。当组织需要面向客户和产品交付时，又组建一批产品经理部门。但正如上面所述，这都终将走向官僚化组织。因为，它使关键人才的活动违背了“现地现物”这一核心思想。

技术高手可以轻易地从共享单车“行业”跳到“外卖”行业，而金融有很强的专业壁垒。核心人才竞争力，应体现在对业务、管理和技术的综合能力整合。

科技公司核心人才的能力组成应该是 T 型的，而这个 T 型能力组成结构，最早源于丰田的总工程师制度。驾驭复杂度，这正是工程问题的本质。

When we’ve gone to Germany, until very recently, we’ve found a reverse distortion of value specification. For much of the post– World War II era, executives of private or bank-controlled companies could ignore the need for short-term financial performance and were eager to tell us all about their products and process technologies. Even the most senior executives could go into great detail about product features and new processing methods which had taken years to perfect.
But who specified their value? The engineers running the companies! Designs with more complexity produced with ever more complex machinery were asserted to be just what the customer wanted and just what the production process needed.
——Lean Thinking