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.

https://productlife.to/p/-execution-at-facebook

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.

http://dangrover.com/blog/2020/01/20/a-sanity-test-for-large-groups-of-pms.html

“This is all to say that Paul Graham is an effective marketer and practitioner, but a profoundly unserious public intellectual. His attempts to grapple with the major issues of the present, especially as they intersect with his personal legacy, are so mired in intuition and incuriosity that they’re at best a distraction, and worst a real obstacle to understanding our paths forward.”

https://ideolalia.com/essays/thought-leaders-and-chicken-sexers.html

An utter and total indictment of Paul Graham who of course is impervious to such things.