» Rather than focusing on engineering team productivity, examine the causes of their low / negative value work
» When asked for development estimates, ask why they need the information and what they’ll do with the answer
» Different development tasks need varying amounts of user story detail
» Treat your developers with the same thoughtfulness as your users
» 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
» An inflexible process means working with incomplete information and making the wrong decisions
» Treating work as closed-ended projects leads to context switching and discontinuity
» A way to increase value in Scrum is to involve the team members in the discovery and strategy work
» Respect is not deference; it demands that we challenge each other to be the best we can be
» Take a systematic approach to evaluating multiple solutions to the same opportunity
» ‘Assumption’ is just another word for ‘things we believe’
» When there are many opportunities in contention, assess whether it’s worth solving the problem
» We tend to come up with solutions before defining the problem they solve
» To reduce coordination cost, partition the work by time or space
» Behavioural design considers customers’ levels of mental energy, cognitive biases, and their existing patterns
» Successful organisations reinforce psychological safety in different ways
» Adding more people to a team makes communication a more significant overhead
» When delivering difficult news at work, you are not there to seek sympathy
» Tie business impact to deprioritised work to highlight the problem to your CEO without sounding whiny
» An organisation’s emotional culture governs which emotions people express and suppress at work
» Many organisation equate “fixing” to basically “patching holes in the slowly sinking boat”
» Some people think about problems directly; others think through the problem via potential solutions
» Organisations often jump straight into action without establishing a foundation for coping with uncertainty
» If one group has all the decision-making power, others cannot properly contribute
» Humility and authenticity go a long way in building trust
» It is hard both to share data when expected, and to do so in a way that is trustworthy and acceptable to the public
» “Nobody ever read a simple sentence and thought ‘well, that was too easy to understand.’”
» With care it is possible to create valuable products with user data while maintaining trustworthiness
» Create space for your engineering team, understand the ebbs and flows of work, and help them to avoid burn-out
» Work to understand the technical complexities facing the engineering team
» Engineers typically focus on a small number of large tasks
» Product and engineering overlap: clarify who does what
» Work continues after the project ends — plan for the ongoing support of your product
» A support team deals with user queries, incidents and ongoing improvement of the product
» Great user support is an expectation, not a nice-to-have
» Feedback from user support can identify areas of product improvement
