Value Stream organizations are designed to overcome the weaknesses of Functional and Matrix orgs. Cross-functional teams report directly to a general manager in charge of a product line or market segment, shortening communication lines and making it clear who sets priorities.

Learning your org structure teaches you who has power, who you need to influence. Many tech companies form cross-functional teams to manage products in what’s called a Matrix structure.

Learn the org structure of your company and you learn who the crucial stakeholders are.

The most traditional org structure is Functional. Starbucks, for example, is organized into departments like HR, finance and marketing. Departmental objectives and accountability are usually very clear.

In today’s uncertain economy, the whole company needs to be aligned around results — especially the product team. Objectives and Key Results are the most direct way to tie the product roadmap to business results.

The super power of OKRs is alignment. When people disagree about priorities, you can point back to your objectives and key results and ask, “which of these things will move those specific needles?”

When starting at a new company, you can guess powerful stakeholders by looking at the org chart. But don’t stop there. Sometimes there is a key player with an innocuous title, like “Strategic Partnerships,” who has influence over the CEO. Building a strong relationship with this person will help you succeed.

A difficult stakeholder driving you crazy? Before you walk out the door, try escalating the problem to someone higher up. Many think escalating makes you look weak. But you may discover you are not the first to complain about this particular boogeyman.

Product people are often the main liaison with stakeholders. But product delivery is a shared responsibility among the full product team — product management, design, and engineering (at least).

What kind of decision-maker is your boss? other stakeholders? your teenager? Once you have a good sense for how they make decisions, you will be better equipped to deal with challenges that come up in the decision-making process. Some types:

Your most powerful stakeholders can be dangerous if your interests are not aligned. They can hamper your progress merely by sending resources elsewhere. Worse, if actively opposing you, they can send your product to an early grave. To gain their support, establish a link between your work and their focus. Gain alignment by showing them how your work will make their plans successful.