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Monthly or faster release cadence is now the norm rather than the exception. The share of teams shipping major changes at least once a month rose from 34% in 2022 to 68% in 2026, with the sharpest movement among companies between 200 and 1,000 employees.

Speed has not come from larger teams. Median product team size held roughly flat across the period; what changed was how much of the release process runs without a scheduled meeting.

Teams that ship faster do not report less coordination work — they report more of it, moved earlier. Handoffs between product, design and engineering remain the single largest reported source of delay.

Two patterns separate the fastest quartile from the rest: a written decision record that travels with the work, and a standing operating cadence that does not depend on any one manager being in the room.

Respondents expect the next shift to be administrative rather than structural: status collection, release notes and recurring reporting are the tasks most often named as candidates for automation.

Fewer expect changes to how decisions are made. Where teams disagree is on whether faster reporting reduces coordination cost or simply makes it more visible.

Monthly or faster release cadence is now the norm rather than the exception. The share of teams shipping major changes at least once a month rose from 34% in 2022 to 68% in 2026, with the sharpest movement among companies between 200 and 1,000 employees.

Speed has not come from larger teams. Median product team size held roughly flat across the period; what changed was how much of the release process runs without a scheduled meeting.

Teams that ship faster do not report less coordination work — they report more of it, moved earlier. Handoffs between product, design and engineering remain the single largest reported source of delay.

Two patterns separate the fastest quartile from the rest: a written decision record that travels with the work, and a standing operating cadence that does not depend on any one manager being in the room.

Respondents expect the next shift to be administrative rather than structural: status collection, release notes and recurring reporting are the tasks most often named as candidates for automation.

Fewer expect changes to how decisions are made. Where teams disagree is on whether faster reporting reduces coordination cost or simply makes it more visible.

Monthly or faster release cadence is now the norm rather than the exception. The share of teams shipping major changes at least once a month rose from 34% in 2022 to 68% in 2026, with the sharpest movement among companies between 200 and 1,000 employees.

Speed has not come from larger teams. Median product team size held roughly flat across the period; what changed was how much of the release process runs without a scheduled meeting.

Teams that ship faster do not report less coordination work — they report more of it, moved earlier. Handoffs between product, design and engineering remain the single largest reported source of delay.

Two patterns separate the fastest quartile from the rest: a written decision record that travels with the work, and a standing operating cadence that does not depend on any one manager being in the room.

Respondents expect the next shift to be administrative rather than structural: status collection, release notes and recurring reporting are the tasks most often named as candidates for automation.

Fewer expect changes to how decisions are made. Where teams disagree is on whether faster reporting reduces coordination cost or simply makes it more visible.

Monthly or faster release cadence is now the norm rather than the exception. The share of teams shipping major changes at least once a month rose from 34% in 2022 to 68% in 2026, with the sharpest movement among companies between 200 and 1,000 employees.

Speed has not come from larger teams. Median product team size held roughly flat across the period; what changed was how much of the release process runs without a scheduled meeting.

Teams that ship faster do not report less coordination work — they report more of it, moved earlier. Handoffs between product, design and engineering remain the single largest reported source of delay.

Two patterns separate the fastest quartile from the rest: a written decision record that travels with the work, and a standing operating cadence that does not depend on any one manager being in the room.

Respondents expect the next shift to be administrative rather than structural: status collection, release notes and recurring reporting are the tasks most often named as candidates for automation.

Fewer expect changes to how decisions are made. Where teams disagree is on whether faster reporting reduces coordination cost or simply makes it more visible.

Monthly or faster release cadence is now the norm rather than the exception. The share of teams shipping major changes at least once a month rose from 34% in 2022 to 68% in 2026, with the sharpest movement among companies between 200 and 1,000 employees.

Speed has not come from larger teams. Median product team size held roughly flat across the period; what changed was how much of the release process runs without a scheduled meeting.

Teams that ship faster do not report less coordination work — they report more of it, moved earlier. Handoffs between product, design and engineering remain the single largest reported source of delay.

Two patterns separate the fastest quartile from the rest: a written decision record that travels with the work, and a standing operating cadence that does not depend on any one manager being in the room.

Respondents expect the next shift to be administrative rather than structural: status collection, release notes and recurring reporting are the tasks most often named as candidates for automation.

Fewer expect changes to how decisions are made. Where teams disagree is on whether faster reporting reduces coordination cost or simply makes it more visible.