Running multiple strategic tracks will set you up to dominate at a large scale, but many organizations can’t run one let alone run multiple at the same time. The visualization and plays as described here by Itamar Gilad look a lot like Wardley mapping.
Product sense (and taste) are so important but so hard to pinpoint and teach to others. Lenny here unpacks what goes into it but even then there are very few shortcuts to getting it.
Nice to read a project we worked on a long time ago (web application concept and initial set of user stories to hand off to development) is still going strong. This project and others like it support my thinking that it’s possible to solve problems definitely in a product agency context.
Pretty much each of these 20 systems thinking tips, I’ve had to learn the hard way so seeing them all in one place is good but also difficult.
Some ways to improve the quarterly prioritization tussle between engineering and business that focus on facilitating the conversation and reducing the number of things under immediate consideration.
We’ve worked remotely like this ten years ago with Hubbub and had to come up with a lot of these tactics and tricks just to be able to get work done. In the meantime, it seems the tools have come a long way (imagine the things we could have done if we had a tool like this back then!) but people’s thinking is still stuck in the past.
An entire article about speed vs. velocity vs. tempo that can be summarized as: “Orientation is the Schwerpunkt.” How much does your team invest into orienting themselves before they take on new work?
I was amazed at how closely this article about product development at Facebook tracks with how I approach it: “PMs are 100% accountable for the results of your team.”
I’m doubling as EM/PM for a bit and engineers in my team fully own some of our projects. This is a combination of high demand and high trust that I think is working out well.
The Pulp game editor is hugely impressive and at the same time making something like this is well within the potential of any small talented group of people who have a bit of time and vision.
Stripe runs on written long-form documents in a way that I haven’t seen before. So that means somebody can go deep, like all the way down, and then distill it back out to everybody else. So you don’t have to do all of that work yourself. It does require a lot of reading for sure, but the benefit is great clarity of thought on complex topics.
Quick-thinking, quick-acting people do really well here.
One of our operating principles is “really, really care.”