Several Low-Earth-Orbit (LEO) networks were proposed, but only one got off the ground: the Iridium system. The original Iridium proposal called for a "constellation" of 77 satellites, which gave the plan its name: the element iridium has atomic number 77, meaning that an iridium atom has 77 orbiting electrons. Before the satellites were launched, the constellation was scaled back to 66 active satellites, but no one wanted to change the name to Dysprosium.
A NASA astronaut, forced to retire years earlier so he could save his family farm, has never given up his dream of space travel and looks to build his own rocket, despite the government's threats to stop him.
When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us.
However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap.
If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong.
Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question.
And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question.