This is an excerpt from my book, Evidence-Guided: Creating High Impact Products in the Face of Uncertainty. While the chapter references the GIST Model (Goals, Ideas, Steps, Tasks), the methods described can be used broadly. Switching to an evidence-guided mode of work is rarely easy. The people developing the product and influencing it have to …
Adopting Evidence-Guided Development in Your Org Read More »
As I teach evidence-guided product development I encounter two types of reactions. Most people realize that their company is caught in a vicious cycle of plan-and-execute that heavily relies on opinions, consensus, and HiPPO. But when presented with the alternative — using research, experimentation, building product through discovery and delivery — various types of objections …
On Feb 1st 2018 I published my most viral article. Originally shared on Medium and LinkedIn, it got hundreds of thousands of reads, and was liked and shared in a volume I haven’t seen before or since. It’s still my most popular article, What was all the fuss about? In this article I first shared the GIST …
Why I Wrote A Book About Evidence-Guided Development Read More »
The latest wave of GenML tools is truly remarkable. I believe all creative work is going to be impacted, including product management. But in what way? One answer is already on offer. In recent months Twitter and LinkedIn have been flooded with “definitive” lists of ChatGPT prompts designed to produce product artifacts: Objectives and Key …
Many companies consider the Net Promoter Score their most important customer metric. In the first article in the series we saw how NPS, created 20 years ago, grew in popularity and turned into the default tool to measure customer-sentiment and to collect customer feedback. But many experts doubt that NPS is indeed the right tool …
NPS has gained a status of one-metric-that-matters that it likely doesn’t deserve. Here’s some of the untold story of NPS.
It’s no secret that many companies struggle with Objectives and Key Results. As I wrote before, a very common problem is setting goals for outputs — work to do — rather than for outcomes — positive changes to achieve. This turns OKR into an expensive work planning process, and may lead to nasty side-effects such …
From Outputs to Outcomes: Bridging the Four Gaps Read More »
Like it or not, many of us are working in feature factories . We’re churning out feature after feature, trying to deliver on a roadmap. To some that’s just how it’s supposed to be, but for others Feature Factory became the banner term for all that’s wrong with traditional product development. Why are we …
I recently met a product team, let’s call it Team Red, who is developing a new product in an established, traditional industry. On the surface Team Red has it all: it is cross-functional, fully-staffed, well-funded, working towards clear business goals, and is empowered to make decisions. And yet as we sat down to talk, I …
Product Management has been around for a good 40 years, but many companies are still figuring out the basics, including the role of PMs, their reporting line, and relationship with other disciplines. Getting these things wrong can waste a lot of your product management resources and frustrate both the PMs and the people working with them. In …