In “Inspired: How to create tech products customers love”, Marty Cagan talks about the difference between a team of missionaries versus a team of mercenaries. But what is the difference? It’s pretty straight forward, mercenaries build whatever they’re told to build. They take orders. Their job starts and ends with executing tasks. They may be competent, but they’re not invested in the problem space or the outcome. Missionaries, on the other hand, are passionate about what they’re building. They deeply believe in the problem they’re solving. They own the outcome, not just the output. And they take responsibility for understanding the user, iterating based on feedback, and pushing for real impact.
They care about the user.
Mercenary teams ask, “What do we need to build?”
Missionary teams ask, “What problem are we solving, and for whom?”
These questions drive the team to conduct early user research in the form of interviews and observations. They validate assumptions through testing early and often.
They challenge ideas.
Missionary teams don’t blindly follow roadmaps, they ask hard questions. They push back when a feature doesn’t make sense. They collaborate to uncover better solutions. This can sometimes feel like tension, but it is healthy and necessary.
They take ownership of outcomes.
Shipping a feature isn’t the end goal. Goals should focus on changing user behavior, reducing churn, and improving adoption. It forces us to think beyond an MVP and toward holistic user experiences.
Building a Missionary Team Culture
You can’t just hire smart people and expect a missionary mindset. Culture matters. Here’s what we’ve learned helps foster it:
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Start with the ‘why.’ Before jumping into wireframes, clarify the user problem. What are we trying to achieve? Why does it matter?
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Empower every role. When designers, engineers, and PMs are invited to the discovery phase, real progress happens and a solid foundation for the project is laid. Each role brings valuable perspective to the table.
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Encourage experimentation. Iterative designs and usability testing is important. Successful teams invest time here, knowing that validated findings beat assumptions every time.
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Celebrate outcomes, not just delivery. Praise teams for the impact they’re making, not deadlines. Shipping doesn’t equal success unless it creates value.
Conclusion
It’s easy to fall into the mercenary trap, especially when deadlines loom and roadmaps feel rigid. But Inspired reminds us that exceptional products come from teams who believe in what they’re building. Teams that listen, challenge, iterate, and care.