Context

I took over the Library project in July 2020. It was a web application that had been around for about two years, and I was its third leader. The situation wasn't great. The project lacked clear direction, the team was unsure of its purpose, and the lead architect had recently quit due to the ongoing uncertainty. The business felt there was value in the Library, but no one could clearly articulate what that value was or whether we should just fold its content into our documentation and move on.

Challenge

When I looked at the Library's situation, I saw a problem I've encountered many times before: a technically capable team without a clear sense of purpose. After two years and three different leaders, priorities had become fragmented. People were questioning whether their work mattered. The team wasn't struggling because they lacked skills – they were drifting because they didn't have a clear direction.

Approach

I started by simply listening. I conducted extensive stakeholder interviews, including key conversations with our CEO. I wanted to understand not just opinions about the Library, but the actual needs it could address.

From this research, I created a new mission statement: "The Adaptavist Library teaches people how to create solutions to unique problems." This wasn't just a nice sentence – it became our foundation for decision-making and prioritization.

After returning from paternity leave in early 2021, I used systems thinking to look at our entire ecosystem. Rather than focusing on isolated features, I mapped out all the connections and interactions that affected our product. Using Wardley Mapping, I identified where our efforts would create the most value. This helped us see which activities were worth pursuing and which were distractions.

Outcomes

By May 2021, we had achieved something important: clarity. The team, once uncertain about their purpose, now had energy and direction. Other divisions started reaching out to collaborate with us. Most importantly, we secured additional investment from the business – a clear vote of confidence in our new direction. For the first time in years, people across the organization understood what the Library was for and why it mattered.

Key Takeaways