When we become more worried about risk, four unintended things also tend to happen: bottlenecking, erosion of trust, ossification of process, and a risk appetite that tends towards zero. Here’s what you can do about them.
Hi Jock,
How would you describe ‘measures of success’ versus the ‘definition of done’? I’m trying to explain the difference simply to my team.
How can product management fit into an agency business model? Spoiler alert: _not easily_
Jason Shah says that joining a web3 company can be “an opaque process and a risky decision”. I’d add “ethically challenging and morally grey” to that description.
One of the most important, and arguably hardest jobs we have as product managers is to work with our team to sift through information, read between the lines, and verify what is fact and what is merely opinion.
Hi Jock,
I was reading your article about growth product managers. What is the difference between ‘growth hacker’ and ‘growth product manager’?
When you start out as a head of product, you’ll probably need to create a community of product people. In this article I share my advice to help you get the ball rolling with your own community of practice.
There’s an ongoing debate about generalist product managers versus emerging product manager specialisms (such as ‘growth product manager’). I think there is room in our profession for both. Let me explain.
All product managers will need to stand up and present to others at some point. You won’t be helping yourself (or your audience) if your slide deck is atrocious. So here are my 6 tips for presenting slides that don’t suck.
Revenue growth is the ultimate vanity metric. It’s lagging and measures an output, not an outcome. That’s why it’s a terrible choice of OKR.
