» 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?
» 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
» Defend against short-termism by making your team’s strategic thinking visible
» People are increasingly working to live, not living to work
» Teams should only split their Decision Stack when their answers to “How?” diverge
» Repetition and reward are intrinsic to behaviour change in teams
» Empowered teams can only succeed if the leadership team is on board
» Leaders can’t scale or have all the answers; empowered teams stand a better chance
» Leadership needs to be open and transparent when issuing a “must-do” edict to an empowered team
» Product leadership is continually striving for coherence of approach and clarity of purpose
