Why the Most Efficient Teams Build the Worst Products

Exploring why over-optimization can hinder rather than help productivity.

Abin Mittu

Jun 8, 2026

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Jun 8, 2026

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4 mins read

People often believe that optimizing every aspect of a team, like assigning tasks precisely and keeping strict schedules, maximizes productivity. On paper, it seems like a sure way to keep everything efficient and clients satisfied. Yet, after years of software development, I've noticed something counterintuitive: teams labeled as "efficient" rarely produce the most valuable work.

Back when we started our company, we didn't fit the mold of an "ideal" team. My colleagues and I were self-taught programmers with diverse backgrounds: an Artificial Intelligence PhD, a photographer, an electrical engineer, and me, a mechanical grad.

However, my team operated differently. We questioned everything, from why a feature was needed to considering edge cases, sometimes changing direction mid-project. Our process was messier and more discussion-driven.

Then, we threw ourselves a challenge: build a mobile app. None of us had frontend experience or had built an app before. By traditional measures, this should have been a disaster.

But instead of diving straight into coding, we spent time discussing how mobile apps worked, weighing tech stack options, and understanding user needs. We questioned the requirements and constantly asked "why." By the time we started building, we had a clear grasp of the problem. The development flowed smoothly.

Here’s the realization I had: over-optimized teams often fall short because they focus on efficiency, not effectiveness. When teams aim for perfect processes, clear specs, rigid plans, no surprises, they end up doing what’s easy to measure rather than what’s valuable.

Messy teams, on the other hand, might start off disoriented and ask basic questions, but they're more likely to uncover genuine opportunities. They’re open to revising the plan, listening, and adapting, even if it means initially going slower.

In our case, we delivered a mobile app that truly addressed the client’s issues. It wasn’t what they initially thought they wanted, but it was better because we discovered the actual needs along the way. The client was pleased.

I think many organizations overlook this tradeoff. They prioritize efficiency and control, desiring teams to seem predictable rather than deliver the best possible work. It's a systemic issue, rooted in how companies measure success.

The best products rarely emerge from "optimized" processes in the traditional sense. They come from teams that are curious, willing to explore, engage in debates, and adapt when circumstances change.

So, if you aim to build teams that achieve real performance, don't eliminate the chaos. Hire people who question assumptions, and allow for a bit of inefficiency and unpredictability. True value often emerges from the initial disorder.