Spotify bridges the gap between agile product teams and traditional business functions using several coordination mechanisms:

• Dedicated Interfacing Roles: Functions like product managers or account managers often serve as liaisons between engineering squads and sales teams, ensuring that both sides understand market needs and technical capabilities.

• Regular Cross-Functional Meetings: Scheduled meetings, reviews, and planning sessions bring together key stakeholders from sales, engineering, and other areas, fostering ongoing dialogue and collaborative decision-making.

• Shared Goals and Metrics: Aligning objectives via common performance indicators and roadmaps helps ensure that sales feedback and market trends inform engineering priorities, while product progress is clearly communicated back to sales.

• Structured Reporting Channels: While engineering teams are agile, their progress and developments are reported through established frameworks that integrate with the broader operational management of the organisation, keeping all teams updated.

Together, these practices enable Spotify to maintain a dynamic balance of agility in product development while ensuring that sales and other business functions remain in sync with technological innovation.