but I like working with PMs who went into it through channels other than the official ones, and are motivated out of their passion for building things and solving problems. Not because they feel it’s something they’re supposed to do, or because they think it’s prestigious, or because it is the default path from whatever elite school they went to.
That is an excellent and very opinionated list of criteria of how to gauge a product organization. I’m not sure whether I’ve seen any that hit all or even many of these. If you know of one, let me know.
What is weird is that organizations that purport to be against risk will often do their projects exactly in this very risky way. Within an institutional logic, it often seems like there is no alternative but that is up to a few people to change.
“So if, as a product leader/CEO, you think your team isn’t 1 working on things that truly matter, or 2 achieving results that justify the investment, it is first ON YOU to figure out which of the 4 strategy problems you have, and fix them.”
A very solid thread on product as we are used to get from Shreyas.
A crucial part of effective teams is introducing slack like in this case removing the entire concept of a hand-off (which causes misalignment at best).
“Ultimately the truly great product manager ensures that everyone in their organization feels connected to the business, and shares an equal level of urgency and commitment to the customer’s needs.”
A lovely and long history of Nespresso a coffee I’ve hated to drink but it’s still been better than many alternatives.
A good definition of product judgement which is absolutely essential for project success. I’ve seen groups without this head off in the wrong direction too often to count and have usually had to jump in myself.
The recipe of how to acquire this skill is also not the only way to get it but it will reliably get you there.