» Visible and invisible process both contribute to how work actually gets done
» Orgs should not rely on individual heroic efforts in place of designed-in capacity
» Accelerating the build reintroduces a bottleneck and results in wasteful overproduction
» Context comes from not just sharing information but engaging with it
» Product managers exist in part to free up the specialists to do their thing
» Being the point of contact with senior executives and stakeholders tends to also make you accountable to them
» Specialists’ expertise is needed to wield a tool effectively, even if it’s easy to use
» 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
» Switching to a product-led sales movement should not be a hard pivot but a blended transition
» The product must demonstrate its own value regardless of whether sales people are involved
» Intent adds nuance to the classic “strategic, execution, and planning” cascade
I’m chatting with Voxgig’s Richard Rodger about common challenges in product management and DevRel:
» Why learning by soundbite gives a superficial understanding of the craft
» Why we’re finding it hard to communicate value to our bosses
+ more :-)
» The uncertainty of a problem should influence how we respond to it
» Misdiagnosis of a problem can compound it
» We frame our solutions through the lens of our social predisposition
» Wicked problems can only be addressed by collaboration between different social types
» The only thing you can truly control in life is yourself
» Securing buy-in is meaningless if you let people go back on their agreement without challenge
» At C-level, focus more on “what’s in it for you” and less on “here’s what I need”
» Get your strategy, priorities, risk-taking heuristics, and goals straight, and treat allocation as a hypothesis
Do you spend more time writing documents about your product than actually managing it?
Many companies with some kind of product management function become all caught up in the process, drowning themselves in increasing numbers of documents. These rapidly become overwhelming to manage, contain duplicated detail and ultimately obscure the real objective of product management, namely to create successful products.
