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When you’re managing product development for large, complex organizations, employee engagement can be a major challenge. Facing many moving parts to a project, engineers and product team leads have no choice but to focus on what’s in front of them in terms of their specific tasks and immediate deadlines. At big companies, organizational silos and time pressures exacerbate some of these pain points, and two things end up happening. The first is that people start feeling frustrated because they’re disconnected from the collective mission. The second is that people stop reaching their full potential — which means that talent ends…
This story continues at The Next Web
