PRODUCTHEAD: Beliefs and culture
» Changing behaviour and beliefs is crucial for people to adopt a fundamentally new org strategy
» Culture optimised without alignment has unintended consequences
PRODUCTHEAD is my free curated newsletter of the best articles, videos and podcasts from product leaders and commentators all over the world. All neatly packaged up in a weekly email delivery for your reading, viewing and listening pleasure. Curated by Jock Busuttil (jockbusuttil.com).
» Changing behaviour and beliefs is crucial for people to adopt a fundamentally new org strategy
» Culture optimised without alignment has unintended consequences
» KPIs measure what you’re already doing, OKRs are for change
» Problematic OKRs are too big in scope, activity-focused and disconnected from strategy
» The Narrative, Commitments, Tasks (NCT) framework offers an alternative to OKRs
» Product duos and trios can enhance the team, but are never more important than the team as a whole
» If a team depends on an external decision-maker, could that person join the team to empower them?
» Most read edition: ‘Where does the time go?’ – a developer explains the work around the work
» Edition with most clicks: ‘The rift between design and product’ – reportedly designers covet the PM position
» Most clicked article: ‘How to structure a product organization’ – John Cutler and Leah Tharin talk product OS
» Product-market fit is more elusive than ever in a dynamic market
» In deep-tech companies, it’s unrealistic to compete with your team on technical knowledge
» ‘Financial theatre’ occurs when the Board and product leadership aren’t communicating effectively
» There is room for both concrete and abstract thinking
» Thinking purely in problems to solve can limit you
» The words you use to describe your proposition are really a test of how well you know your target users’ needs
» Find ways to ‘tilt the umbrella’: small considerate features for your users
» Too often, ‘building’ becomes the default state for a product team, at the expense of other valuable ways of working
» An product team should not be so rigid that it cannot cope with the occasional mandate from above
» Extreme work as a product leader is a systemic issue, not a failing of individuals to set boundaries
» Define performance expectations for your product team clearly using customer value, velocity and quality
» Dysfunctional overwork has been rebranded as a desirable attribute in some organisations
» Working at a slower, more natural pace actually increases productivity
» Continuous accesibility via mobile devices has eroded autonomy and increased stress
» AI means every organisation is facing their ‘Kodak moment’ right now
» Delegate the same kinds of task to an AI agent as you would to an intern
» Generative AI won’t help you find product differentiators
» Evals are a way of checking the quality and effectiveness of your LLM and AI tools