» Customer research and validation is critical, but it can’t always make decisions for you

» Remedy mistakes quickly and honestly to earn respect

» Use the “rule of 10” to put mistakes in context

» People remember most your small defining moments

» Objectives and key results (OKRs) set ambitious goals and track progress towards them

» Manage your desired outcomes separately from what you do to achieve those outcomes

» Make use of OKRs standard across all teams

» Learn from when you fail to achieve your desired outcomes

» OKRs go hand-in-hand with team autonomy

» 6 core concepts of systems thinking will help you start solving complex problems

» Systems thinking complements the more familiar analytical (reductionist) thinking

» It is a way of creating a shared understanding of how something works

» It provides useful tools for surfacing and breaking reinforcing cycles of blame

» Competing execs will sometimes sabotage by claiming features for their own product long before they plan to implement them

» Your product roadmap can reveal symptoms of underlying organisational dysfunctions

» We need to consciously remember that the needs of our users change over time

» Many biases are underpinned by shared psychological mechanisms, such as the desire to feel positively about ourselves

» Coaching allows you to leap ahead — it doesn’t mean there’s something wrong with you

» Active listening helps you restrain the urge to jump in early with a solution

» Performance management is retrospective; performance development looks forward

» A lack of clear goals and simplistic evaluation are ways performance management goes wrong

» Mind The Product pivoted in 8 weeks, then spent the next 8 months refining the concept

» When working remotely, post information in at least 3 places to ensure everyone sees it

» Pivots that align with the existing corporate vision tend to be more successful

» The shift to digital during the COVID-19 pandemic will not be as sticky as some assume

» Change in your organisation may be inhibited by a small number of constraints

» Your product, your company is always part of a wider ecosystem

» A product strategy needs to be clear on what metrics to focus on and how to move them

» Finding product-market fit is the beginning, not the end

» Identify the key stakeholders whom you need to trust you and collaborate with you regularly

» Understand the real reason for anger – whether in others or ourselves

» Remember where stakeholders’ help starts and ends

» To be trusted, you need to demonstrate your competence

» Problems come and go, but culture is forever

» Psychological safety presents a new set of social norms

» Product managers should be at the forefront of helping organisations to do things better for people

» The corporate vision explains why the company exists

» Open forums and communication lines between teams helps to maintain alignment

» Customers are seeking more value from digital technologies — “liquid experiences”

» Services by nature don’t always fit current organisational structures

» Service design and business analyst roles require a different type of focus and mindset

» Key to becoming a service designer is not finding a new job, but transforming your current job

» “Seamless services” means bringing together people from across professional boundaries