Archive of the PRODUCTHEAD newsletter, a regular newsletter of product management goodness, curated by Jock Busuttil (@jockbu).
» Different cultures communicate with varying directness; context heavily influences interpretation and meaning
» Leadership, trust, and decision-making styles differ widely across cultural backgrounds and must be adapted to the team
» Bridging cultural divides requires empathy, flexibility, and awareness of one’s own cultural lens
» Organisational changes will reveal weak spots in the current ways of working before you adapt them
» Structure teams differently based on the nature of the work
» There is value in using shared language to describe how teams differ
» Be comfortable not having all the answers; trust your team
» Prioritise the customer when balancing B2C/B2B decisions
» Counteract your cognitive bias towards adding complexity by subtracting
» There’s a balance between motivating people to a goal and killing their enthusiasm with the gory detail
» Just as with users and customers, we need to meet our peers where they are
» In most complex organisations, product supports the organisation’s goals, not vice versa
» Choosing not to learn is a choice to be left behind
» 4 types of “money story”: cost savings; upselling; new market; and customer satisfaction
» Reflections on how we think about aspects of product management
» What product work will deliver the greatest positive impact for the business?
» Rather than multiple levels of abstraction, team goals should be 1 step away from the corporate goal
» Enabling teams can have impact by prioritising the teams doing the most impactful work
» Just over half of product managers surveyed rate themselves poor at retiring a product
» Consider how people may continue using your product after it is retired, or the company exits
» Activists are pushing to prevent companies from bricking devices reliant on cloud software
» So-called hypergrowth is quadratic, not exponential (adding a larger fixed amount each year — not multiplying)
» Sustainable growth requires new products or built-in virality, not just more marketing
» True exponential growth is rare and short-lived
» 10 tactics for subscription value creation
» 10 tactics for reducing subscription churn
» When switching to a subscription model, initially costs will go up and revenue will decrease
» A prototype expresses a product concept far better and quicker than a product requirements document (PRD)
» People good at doing a thing themselves are not always good at building a system to do it
» Work is craft: theoretical knowledge and practical experience combined
