Team leaders understand the need for constant contact. When designing a team of individual contributors, I often look for generalists. I ensure that no team is limited by specialists unless they are utilized for a small amount of time. Teams should have overlap and rotating responsibilities, allowing everyone freedom from specific responsibilities. Generalists have the ability to be flexible.
Valuable tech professionals need to bring critical thinking to whatever they are doing within year one. The ability to adjust and adapt to market needs means being creative and being able to think on your feet. This kind of mentality matters far more than coding or data science. Technology today involves everything from marketing to accounting. It’s less about boxes and software.
When planning, there’s near-term, long-term and bleeding-edge goals. I’ve always applied the 80% rule to near-term goals. If there’s a conflict on which features or products should get the lion’s share of capital and time, it should be useful and/or asked for by 80% of users. Many really great things are developed and never see success because too few users know how to use them.