» You can only tell if you’ve been successful if you can measure it
» Analytics approaches that work for others may not work in your context
» Behind every metrics is a behaviour
» The point of an experiment is to learn
A service:
» is defined from an external end user’s point of view
» describes something someone would want to do, in their language
» has an outcome that relates to the organisation’s goals
» includes all the steps between the user and provider
» includes all the parts involved in delivering it
How can product management fit into an agency business model? Spoiler alert: _not easily_
» A component team’s focus on a specific technology can result in being less user-centric
» Feature teams are better suited to deal with innovation, uncertainty, and change
» Centralised skill teams should aim to make themselves redundant by disseminating knowledge
» Federation squares the circle of having both a cohesive design system and autonomous product teams
» A successful design system closely meets the needs of developers of apps and the end-users of those apps
» For a design system to appeal to third parties, it has to accommodate their brand identity and niche audience needs
» Performance appraisals fail to take into context whether the organisation is permitting them to succeed
» Deming: “a bad system will beat a good person every time”
» Personal development and performance are different things
» Shift performance management from the individual to team, group, or organisational level
» Service maps help teams and stakeholders to understand interactions with a service across touchpoints over time
» They provide a visual representation of an abstract and often wide-reaching process
» Think of your service like a theatre: front stage, backstage and behind the scenes
» Service mapping helps your team to tell their story to the wider organisation
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.
» Outcome-driven product roadmaps shift the focus from building features to solving user problems
» A product roadmap is a communication tool first and foremost
» A now/next/later roadmap helps teams to focus on the bigger picture
» Delivering outcomes instead of outputs is harder, but more valuable
» A product coach should measure their own job performance by the successes of their team members
» Strive to develop a capacity for learning in the people you supervise
» Coaching taps into an individual’s own wisdom and keeps them accountable for achieving their goals
» People who are genuinely committed to change but nonetheless dig in their heels may be unwittingly self-sabotaging
