As I'm working on a project I reached a difficult problem. This difficult problem has different solutions, each solution comes with different pros and cons. These pros and cons are not all technical but many of them has serious impact on the future product functionality. If I pick one it will determine for a long while what direction the product will evolve as available set of functionality will determine what features can be built.

In this case the technical aspect and the product aspect of the solution is strongly coupled.

In most of the companies where I have worked so far, the responsibilities of product and technology were separated. In some companies the product part was Product Manager, in others Product Owner or Project Manager, whilst the technology part was always left to Engineers. But in all of these companies product and technology worked close because many times these are strongly coupled.

During the last year, at the company our manager had the idea to separate the Tech Leads' responsibility into to roles, Engineering Manager and Lead Engineer. The Engineering Manager would have been responsible for the people management whilst the Lead Engineer would have been responsible for the technical management. Given that managing and engineer's development is mostly technical, this separation requires lots of collaboration. With other worlds these roles are strongly coupled.

The ultimate question? Can we use any of the (software ?) engineering principles for organization engineering to find the strong and loose coupling in the given setup and arrange responsibilities accordingly?