Chapter 2

The traditional web operating model is broken

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When different members of an organization operate in complete silos, it’s nearly impossible to work together toward shared goals.

The website should be an enablement tool for a business, but with traditional web development processes (and even with more “modern” headless approaches), ownership and control are often exclusively in the hands of developers. As a result, marketers, developers, and designers are unable to deliver on their goals at their desired pace, compromising efficiency and slowing down their pace of innovation.

Disjointed workflows break down collaboration

For far too long, traditional web development has forced companies to put their website solely in the hands of engineering and technical talent who can deliver custom code. This lack of flexibility not only slows organizations down but also results in overly complex development processes. Building new web experiences or even minor site changes becomes a complicated maze of project handoffs, trapping cross-functional teams in back-and-forths and extensive QA cycles.

With traditional web development, bottlenecks and handoffs slow down the time it takes to implement marketing changes, and engineering backlogs grow.

The result of this outdated way of building for the web is disjointed workflows and misaligned priorities, stripping marketers and designers of autonomy and control, and leaving developers bogged down by low-impact tasks.

A disconnected team leads to misaligned priorities

Traditional web development traps teams in silos, which often forces developers, marketers, and designers to march to the beat of different drums when it comes to web projects. Each of these roles accounts for different areas of expertise and vouch for different sets of priorities. As a result, cross-functional teams tend to butt heads, making team alignment a common challenge facing today’s web teams.

When folks involved with the website prioritize tasks and tickets differently, they often end up opting for small-scale maintenance projects over higher-impact initiatives that can drive innovation and better position the business. This is especially true when organizations are dependent on developer resources because the ability to make incremental improvements to web experiences becomes an overly-involved, time-consuming effort. As a result, tackling projects and delivering on goals and deadlines becomes unattainable — a lose-lose for all.

"When our site was owned by engineering, any requests would have to go through engineering sprints, which dictated how they were prioritized. That just does not work for minor requests or urgent campaigns."

Justin Johnson, Web developer, Dropbox Sign

When teams are anchored around outdated ways of building for the web — ones that are entirely owned by developers — businesses are unable to effectively collaborate, hindering cross-functional team members from doing their best work.

Developers want the freedom to focus on what matters most 

Oftentimes, companies centralize website ownership around engineering and IT: folks equipped to be the first line of defense against security threats, understand website architecture, and can code. However, putting the brunt of web responsibilities on technical talent does them — and your business — a major disservice. 

When developers hold the keys to the website, every single ticket and task now must flow through them. Content edit? Development resources. New landing page? Development resources. This diminishes the value of highly-skilled engineering talent, reducing them to pixel pushers when they could be focusing on the most engaging and challenging aspects of their work. 

"Our engineering team was spending far too much time on trivial changes to static marketing pages, which slowed down our sprints and meant more code to manage."

Karan Gupta, CTO, Shift

Marketers and designers crave agility

It’s not just developers who are at a disadvantage when web development is predominantly in their hands. Marketers are unable to move quickly and are reduced to ticket filers. Designers are wholly reliant on developers executing their creative vision, trapping them in a cycle of back-and-forth reviews. 

Not only does this team structure hinder individuals from working on the most important tasks and business problems; it also slows down your organization’s ability to improve your existing products, services, and experiences. By the time a marketing request is delivered by developers, consumer needs or market conditions often shift, forcing marketers to revise or revisit their original ticket. Not only does this restart the entire development process for an initiative, but this can also slow down your organization’s momentum.

"We had to change the copy on a button, and that alone took 3–4 days. We couldn’t experiment or test things out with the design in an agile way with those timeframes."

Michal Pechardo, Senior Designer, Smugmug

Organizational silos come with a hefty price tag

With traditional web development models, organizations solely anchored around developers deal with detrimental consequences. Developers are siloed from marketers and designers, which means teams move slowly and often compromise deadlines and efficiency. And when these roles are not in sync, this can affect your company’s bottom line.

Inefficiency trickles down

A slow pace of web operations impacts the business at large. According to a recent executive survey, 72% of IT leaders say project backlogs prevent them from embarking on strategic, business-critical projects. So not only does ineffective team structure slow teams down; it also wastes precious time that could’ve been better spent on higher-impact work. 

During a period where, per Gartner, “customer strategy must continue to be a central chair at the organizational strategy table,” your ability to move quickly and accelerate your time-to-market can make or break your business. That’s why now more than ever, it’s on leaders to make strategic decisions and investments that catalyze growth.

Create time and space for your organization’s most important work 

To create a stronger web team foundation, your organization doesn’t need to remove developers from the web development process — in fact, you shouldn’t. Instead, decision-makers should think more holistically about how their web team operates and tackles shared goals.

When teams aren’t trapped in silos, they can move in the same direction together, work more efficiently, and uncover better solutions to business problems. Designers and developers aren’t wasting time going back and forth on which hex code to use for a button, and marketers don’t need to wait a month whenever they want to make minor site edits. Instead, these three core web team functions can work together to define and create more powerful web experiences that speak to customers’ needs. And best of all, when all aspects of web development are no longer the core responsibility of developers, they can work on more impactful code and builds.

Before: With traditional development, marketing is on the line to create engaging, converting experiences but to get anything done they need to involve a lot of people and engage in long, slow rollout processes.
After: When organizations give marketing and design autonomy to create, edit, and launch content all on their own, teams spend significantly less time stuck in review cycles and engineers can focus on business critical projects. 

A modern, more effective team structure empowers businesses to work successfully together and massively shrink development timelines. And to harness the true power of collaboration when building for the web, organizations need to properly structure their web team around tools that help them unlock their true potential.

The website should be an enablement tool for a business, but with traditional web development processes (and even with more “modern” headless approaches), ownership and control are often exclusively in the hands of developers. As a result, marketers, developers, and designers are unable to deliver on their goals at their desired pace, compromising efficiency and slowing down their pace of innovation.

Disjointed workflows break down collaboration

For far too long, traditional web development has forced companies to put their website solely in the hands of engineering and technical talent who can deliver custom code. This lack of flexibility not only slows organizations down but also results in overly complex development processes. Building new web experiences or even minor site changes becomes a complicated maze of project handoffs, trapping cross-functional teams in back-and-forths and extensive QA cycles.

With traditional web development, bottlenecks and handoffs slow down the time it takes to implement marketing changes, and engineering backlogs grow.

The result of this outdated way of building for the web is disjointed workflows and misaligned priorities, stripping marketers and designers of autonomy and control, and leaving developers bogged down by low-impact tasks.

A disconnected team leads to misaligned priorities

Traditional web development traps teams in silos, which often forces developers, marketers, and designers to march to the beat of different drums when it comes to web projects. Each of these roles accounts for different areas of expertise and vouch for different sets of priorities. As a result, cross-functional teams tend to butt heads, making team alignment a common challenge facing today’s web teams.

When folks involved with the website prioritize tasks and tickets differently, they often end up opting for small-scale maintenance projects over higher-impact initiatives that can drive innovation and better position the business. This is especially true when organizations are dependent on developer resources because the ability to make incremental improvements to web experiences becomes an overly-involved, time-consuming effort. As a result, tackling projects and delivering on goals and deadlines becomes unattainable — a lose-lose for all.

"When our site was owned by engineering, any requests would have to go through engineering sprints, which dictated how they were prioritized. That just does not work for minor requests or urgent campaigns."

Justin Johnson, Web developer, Dropbox Sign

When teams are anchored around outdated ways of building for the web — ones that are entirely owned by developers — businesses are unable to effectively collaborate, hindering cross-functional team members from doing their best work.

Developers want the freedom to focus on what matters most 

Oftentimes, companies centralize website ownership around engineering and IT: folks equipped to be the first line of defense against security threats, understand website architecture, and can code. However, putting the brunt of web responsibilities on technical talent does them — and your business — a major disservice. 

When developers hold the keys to the website, every single ticket and task now must flow through them. Content edit? Development resources. New landing page? Development resources. This diminishes the value of highly-skilled engineering talent, reducing them to pixel pushers when they could be focusing on the most engaging and challenging aspects of their work. 

"Our engineering team was spending far too much time on trivial changes to static marketing pages, which slowed down our sprints and meant more code to manage."

Karan Gupta, CTO, Shift

Marketers and designers crave agility

It’s not just developers who are at a disadvantage when web development is predominantly in their hands. Marketers are unable to move quickly and are reduced to ticket filers. Designers are wholly reliant on developers executing their creative vision, trapping them in a cycle of back-and-forth reviews. 

Not only does this team structure hinder individuals from working on the most important tasks and business problems; it also slows down your organization’s ability to improve your existing products, services, and experiences. By the time a marketing request is delivered by developers, consumer needs or market conditions often shift, forcing marketers to revise or revisit their original ticket. Not only does this restart the entire development process for an initiative, but this can also slow down your organization’s momentum.

"We had to change the copy on a button, and that alone took 3–4 days. We couldn’t experiment or test things out with the design in an agile way with those timeframes."

Michal Pechardo, Senior Designer, Smugmug

Organizational silos come with a hefty price tag

With traditional web development models, organizations solely anchored around developers deal with detrimental consequences. Developers are siloed from marketers and designers, which means teams move slowly and often compromise deadlines and efficiency. And when these roles are not in sync, this can affect your company’s bottom line.

Inefficiency trickles down

A slow pace of web operations impacts the business at large. According to a recent executive survey, 72% of IT leaders say project backlogs prevent them from embarking on strategic, business-critical projects. So not only does ineffective team structure slow teams down; it also wastes precious time that could’ve been better spent on higher-impact work. 

During a period where, per Gartner, “customer strategy must continue to be a central chair at the organizational strategy table,” your ability to move quickly and accelerate your time-to-market can make or break your business. That’s why now more than ever, it’s on leaders to make strategic decisions and investments that catalyze growth.

Create time and space for your organization’s most important work 

To create a stronger web team foundation, your organization doesn’t need to remove developers from the web development process — in fact, you shouldn’t. Instead, decision-makers should think more holistically about how their web team operates and tackles shared goals.

When teams aren’t trapped in silos, they can move in the same direction together, work more efficiently, and uncover better solutions to business problems. Designers and developers aren’t wasting time going back and forth on which hex code to use for a button, and marketers don’t need to wait a month whenever they want to make minor site edits. Instead, these three core web team functions can work together to define and create more powerful web experiences that speak to customers’ needs. And best of all, when all aspects of web development are no longer the core responsibility of developers, they can work on more impactful code and builds.

Before: With traditional development, marketing is on the line to create engaging, converting experiences but to get anything done they need to involve a lot of people and engage in long, slow rollout processes.
After: When organizations give marketing and design autonomy to create, edit, and launch content all on their own, teams spend significantly less time stuck in review cycles and engineers can focus on business critical projects. 

A modern, more effective team structure empowers businesses to work successfully together and massively shrink development timelines. And to harness the true power of collaboration when building for the web, organizations need to properly structure their web team around tools that help them unlock their true potential.

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Chapter 1

Business success hinges on a well-run website

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At the basic level, websites drive brand awareness, generate leads and conversions, and serve as a home base for forging relationships with your audience. However, the most powerful websites: 

  • Display a business’s voice, tone, and visual identity
  • Educate target audiences on available products, services, and offerings
  • Satisfy user intent through accessible design, content, messaging, and positioning
  • Deliver reliable and scalable experiences while protecting your business from security risks

Today, websites are the cornerstone of marketing strategy, and the most effective ones drive conversions and help organizations gain a competitive edge. As a result, businesses need to invest in their website. This includes the talent they bring on to manage it, the tech they use to power it, and the processes that guide how teams use it to deliver business growth. 

Let’s look at how the success of your website — and customer experiences more generally — are directly influenced by your web team and how they are structured. 

Web teams are the backbone of powerful websites 

Before your website can deliver on the promise of becoming your most important marketing asset, you need the right team in place to build, design, develop, and protect it. Having the right talent and team structure supporting web projects is instrumental because it creates alignment, divides responsibilities, defines workflows and processes, and clearly outlines methods for close-knit collaboration — both internally and with any outside partners. Best of all, having this solid foundation to operate from sets organizations up for scale and long-term success.

Web teams are tasked with delivering stellar site experiences

The team behind your website has a massive responsibility: to ensure the website is always providing an enjoyable and engaging user experience. These roles — from IT and developers to marketers and designers, as well as any external agencies you work with — must work together to identify problems with the site and address them. 

From ticket prioritization to actual web development, the key roles running point on the website come together to make content updates, run experiments, integrate security protocols, maximize performance, optimize SEO, and ensure designs are up to brand standards. As a result, how these team members collaborate on web initiatives is as critical to the business as the website itself.

Website decisions impact the entire customer experience

Far too often, teams measure the success of their campaigns solely against a single or a few key business KPIs: how many times a piece of content was downloaded, how many people converted from an ad, how many people complete a form submission. But the reality is, several variables are at play that impact a campaign’s performance before it even launches. For many companies, the website experience is the customer experience. As a result, every site element, from navigation and site forms to how content is organized and how accessible it is, affects the end-user experience.

Investments in team structure pay dividends for your business

Managing and optimizing an effective marketing website is an always-on program; one that requires cross-team collaboration, executive buy-in and sponsorship — and for some companies, external agency support. The reality, however, is that as your business grows, your ability to continue leveraging your website as a powerful marketing tool becomes more complicated. 

That’s why, now more than ever, decision-makers need to prioritize effective team structure that enables stronger collaboration within web teams. In our experience supporting large-scale enterprises, we’ve seen how a siloed team structure dissolves cross-functional communication, slows down development, and results in misaligned business priorities. For leaders no longer willing to leave money on the table, the path toward building more successful web experiences at scale starts with assessing how marketers, designers, and developers can work better together.

Flowchat from left to right: Web team structure -> website functionality -> User experience -> Business performance (increases)
Chapter 2

The traditional web operating model is broken

? Reading time
w-current trigger

The website should be an enablement tool for a business, but with traditional web development processes (and even with more “modern” headless approaches), ownership and control are often exclusively in the hands of developers. As a result, marketers, developers, and designers are unable to deliver on their goals at their desired pace, compromising efficiency and slowing down their pace of innovation.

Disjointed workflows break down collaboration

For far too long, traditional web development has forced companies to put their website solely in the hands of engineering and technical talent who can deliver custom code. This lack of flexibility not only slows organizations down but also results in overly complex development processes. Building new web experiences or even minor site changes becomes a complicated maze of project handoffs, trapping cross-functional teams in back-and-forths and extensive QA cycles.

With traditional web development, bottlenecks and handoffs slow down the time it takes to implement marketing changes, and engineering backlogs grow.

The result of this outdated way of building for the web is disjointed workflows and misaligned priorities, stripping marketers and designers of autonomy and control, and leaving developers bogged down by low-impact tasks.

A disconnected team leads to misaligned priorities

Traditional web development traps teams in silos, which often forces developers, marketers, and designers to march to the beat of different drums when it comes to web projects. Each of these roles accounts for different areas of expertise and vouch for different sets of priorities. As a result, cross-functional teams tend to butt heads, making team alignment a common challenge facing today’s web teams.

When folks involved with the website prioritize tasks and tickets differently, they often end up opting for small-scale maintenance projects over higher-impact initiatives that can drive innovation and better position the business. This is especially true when organizations are dependent on developer resources because the ability to make incremental improvements to web experiences becomes an overly-involved, time-consuming effort. As a result, tackling projects and delivering on goals and deadlines becomes unattainable — a lose-lose for all.

"When our site was owned by engineering, any requests would have to go through engineering sprints, which dictated how they were prioritized. That just does not work for minor requests or urgent campaigns."

Justin Johnson, Web developer, Dropbox Sign

When teams are anchored around outdated ways of building for the web — ones that are entirely owned by developers — businesses are unable to effectively collaborate, hindering cross-functional team members from doing their best work.

Developers want the freedom to focus on what matters most 

Oftentimes, companies centralize website ownership around engineering and IT: folks equipped to be the first line of defense against security threats, understand website architecture, and can code. However, putting the brunt of web responsibilities on technical talent does them — and your business — a major disservice. 

When developers hold the keys to the website, every single ticket and task now must flow through them. Content edit? Development resources. New landing page? Development resources. This diminishes the value of highly-skilled engineering talent, reducing them to pixel pushers when they could be focusing on the most engaging and challenging aspects of their work. 

"Our engineering team was spending far too much time on trivial changes to static marketing pages, which slowed down our sprints and meant more code to manage."

Karan Gupta, CTO, Shift

Marketers and designers crave agility

It’s not just developers who are at a disadvantage when web development is predominantly in their hands. Marketers are unable to move quickly and are reduced to ticket filers. Designers are wholly reliant on developers executing their creative vision, trapping them in a cycle of back-and-forth reviews. 

Not only does this team structure hinder individuals from working on the most important tasks and business problems; it also slows down your organization’s ability to improve your existing products, services, and experiences. By the time a marketing request is delivered by developers, consumer needs or market conditions often shift, forcing marketers to revise or revisit their original ticket. Not only does this restart the entire development process for an initiative, but this can also slow down your organization’s momentum.

"We had to change the copy on a button, and that alone took 3–4 days. We couldn’t experiment or test things out with the design in an agile way with those timeframes."

Michal Pechardo, Senior Designer, Smugmug

Organizational silos come with a hefty price tag

With traditional web development models, organizations solely anchored around developers deal with detrimental consequences. Developers are siloed from marketers and designers, which means teams move slowly and often compromise deadlines and efficiency. And when these roles are not in sync, this can affect your company’s bottom line.

Inefficiency trickles down

A slow pace of web operations impacts the business at large. According to a recent executive survey, 72% of IT leaders say project backlogs prevent them from embarking on strategic, business-critical projects. So not only does ineffective team structure slow teams down; it also wastes precious time that could’ve been better spent on higher-impact work. 

During a period where, per Gartner, “customer strategy must continue to be a central chair at the organizational strategy table,” your ability to move quickly and accelerate your time-to-market can make or break your business. That’s why now more than ever, it’s on leaders to make strategic decisions and investments that catalyze growth.

Create time and space for your organization’s most important work 

To create a stronger web team foundation, your organization doesn’t need to remove developers from the web development process — in fact, you shouldn’t. Instead, decision-makers should think more holistically about how their web team operates and tackles shared goals.

When teams aren’t trapped in silos, they can move in the same direction together, work more efficiently, and uncover better solutions to business problems. Designers and developers aren’t wasting time going back and forth on which hex code to use for a button, and marketers don’t need to wait a month whenever they want to make minor site edits. Instead, these three core web team functions can work together to define and create more powerful web experiences that speak to customers’ needs. And best of all, when all aspects of web development are no longer the core responsibility of developers, they can work on more impactful code and builds.

Before: With traditional development, marketing is on the line to create engaging, converting experiences but to get anything done they need to involve a lot of people and engage in long, slow rollout processes.
After: When organizations give marketing and design autonomy to create, edit, and launch content all on their own, teams spend significantly less time stuck in review cycles and engineers can focus on business critical projects. 

A modern, more effective team structure empowers businesses to work successfully together and massively shrink development timelines. And to harness the true power of collaboration when building for the web, organizations need to properly structure their web team around tools that help them unlock their true potential.

Chapter 3

Rethinking your web team structure

? Reading time
w-current trigger

And for today’s teams — especially ones chasing growth with limited business resources — these changes are interconnected.

With traditional web development, teams have no choice but to center their workflows around developers, which can weaken cross-functional collaboration. But with modern ways of building for the web, teams have the power to establish ways of working that best serve their specific needs without compromising site performance, security, or scalability. Teams can finally work as a unit and create processes that set them up for long-term success.

Embracing a new way of working 

For organizations with more flexible web development tools in place, there’s no one-size-fits-all approach to web team structure. However, businesses today can no longer afford to rally around technology and processes that: 

  • Create bottlenecks and slow down time-to-launch
  • Generate engineering backlogs that result in heavy operational costs
  • Compromise site performance and customer engagement

Your business objectives, goals, existing headcount, and priorities should influence how you structure your team. Companies with more complex projects or heightened security protocols may choose to have web projects sit close to engineering or have a designated developer working alongside marketing. Others that want to move hard and fast or produce large amounts of content may opt for a marketing or design-led web team. But no matter the setup or company size, leaders looking to empower their team to do their best work need to trade traditional development for more modern, collaborative ways of working at their organization.

Technology that enables stronger team collaboration helps leading businesses:

Free up precious developer resources

When rallying behind more collaborative web development tools, cross-functional team members can play more impactful roles when it comes to the website. Relinquishing total site control from the hands of developers means marketers can edit and publish new content to the site on their own, and giving designers greater autonomy allows them to play a non-technical developer role for site builds. This gives your engineering talent the ability to focus on larger initiatives that require code, and organizations no longer have to squander these resources on simple site upkeep.

Experiment at a greater velocity

With time saved and responsibilities better distributed among web team members, businesses have greater opportunities to identify new ways to optimize customer experiences. Learning and tracking existing performance and implementing new solutions is a critical part of web development that can become an afterthought when organizations have limited time and headcount. But when more people at your company have the autonomy to build for the web, businesses can prioritize revenue-generating campaigns and experiments that can drive better business performance.

Deliver more web experiences

Greater collaboration between marketing, design, and developers means companies can be more agile. What once took weeks or months with traditional web development can now be achieved in days — or even hours — with a web team leveraging technology that allows more people to create new site experiences. This accelerates speed to market, gives organizations the ability to quickly adjust to rapidly changing market conditions, and enables teams to get through web tickets faster — freeing up time teams can use to iterate more frequently on digital experiences.

Restructure your web team with visual development

Once your organization begins rethinking how they develop new web experiences, you’ll need to structure your web team in a way that enables stronger cross-functional processes for building and managing web experiences.

No two companies are identical, which is why teams must assess their resources before making any drastic changes. But to maximize efficiency, increase speed, and deliver secure web experiences at scale, your team needs web development tools that:

  • Puts the keys to the website in the hands of your non-technical talent
  • Reduce the burden on your highly-specialized, technical team members 

With visual development tools like Webflow, marketing and design can have full autonomy in creating, editing, and launching content on the website. As a result, businesses can amplify and scale the impact everyone at an organization can have, so that the entire organization itself is set up for long-term success. 

Flowchart: Technology that empowers non-technical teams leads to speed, efficiency, scale, security, and quality

Putting your website safely in the hands of marketers and designers

At the core of visual development is the ability for anyone to build for the web. However, for larger organizations with complex business needs, as well as security concerns, completely removing engineering from the equation of your web team is likely a non-starter. 

A business' success hinges on an ability to move quickly and deliver engaging customer experiences, which is why your website needs to transform from an engineering burden into a marketing asset. 

With visual-first tools like Webflow, marketers can take ownership of the website and launch new campaigns and content with ease, and designers can bring their web visions to life by building new experiences in a visual canvas, without code. Marketers and designers transform into “citizen developers” when tools like Webflow sit in their corner, shifting a significant amount of website responsibility into their hands in the process. Best of all, publishing safeguards and permission controls allow key site owners to dictate what level of control different team members can have over the website, so everyone can rest easy knowing that publishing controls are always in the right hands.

With modern ways of building for the web, organizations can shift more website-related responsibilities to marketing and design

How TED’s product team shares ideas worth spreading

With a growing library of content and ever-evolving initiatives, the team at TED often found themselves stalled or using up valuable engineering resources on simple site changes, updates to event details, and general upkeep of their campaign information. They knew their designers and internal stakeholders needed more control over site content, and set out to find the technology and expertise to make it happen.

After onboarding Webflow and collaborating with Webflow Enterprise Partner, Whiteboard, the team at TED outlined their clear priorities for how their internal team would ideally manage website updates and what they wanted to deliver for their end users. With clear objectives in mind,  Whiteboard determined the best path forward to deliver on TED’s more complex setup needs, such as custom templates their team could use moving forward and maintain on their own. 

Using the Webflow CMS, content editors can now easily manage blog and video content autonomously, the marketing team can quickly iterate and test their web strategies, and the events team can create beautifully branded conference pages, all without development resources. Today, marketers, designers, and content editors at TED, backed by powerful editing and authoring capabilities, are empowered to continue to produce impactful content without technology roadblocks.

Unlock your team’s true potential

Today, with the right tools in place, teams can work in tandem toward common goals in a fraction of the time. Visual-first development tools like Webflow break down silos and allow for more seamless collaboration between web team members. Marketing and design can unlock business speed when they have more autonomy to create, edit, and publish content and web experiences with little-to-no engineering resources. Meanwhile, developers can use the time they saved to focus on more strategic projects for the business. 

"Building for the web is no longer rigid — it’s a more fluid, collaborative process that allows for faster, better output. Our design and development teams are much more integrated during the build process. Designers have more autonomy, and engineers can focus on the most impactful work — allowing us to deliver new web pages faster."

Dan Dawson, Sr. Manager of Digital Properties at NCR

Taking the time to rethink your web team structure and how your team approaches building for the web can pay dividends, especially for teams figuring out how to deliver more customer experiences with significantly less budget and headcount. By structuring your team around technology designed to amplify and scale the impact every web team member has at your company, your organization inherently becomes more resilient. 

The companies best positioned for long-term success are the ones with strong operational foundations, and taking the time to consider where and how your team can work better together can become your competitive differentiator. Best of all, not only will this result in cost savings and revenue generation; it will also help create a highly-engaged, highly-empowered team.