Misused or plain out wrong product practices that hurt your ability to create value

Don’t Let Hype Run Your Product

Observing tech companies you may notice a broad, disturbing phenomenon: everyone’s hard at work “selling” their product ideas — stakeholders and engineers are selling to product managers, product managers are selling to management, and management is selling to everyone (just listen attentively in the next all-hands meeting). As a product manager I too had to

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Enough With Must-Have Features

Here’s a sentence that always fills me with dread: “We plan to adopt this new approach, just as soon as we launch these must-have features.”  The must-have feature list (AKA catch-up features) has become my nemesis—it’s forever standing in the way of progress. Usually it’s a laundry list of things copied from leading competitors, from

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The Big Project Syndrome

There’s a common and highly destructive pattern I’m seeing time and again (and likely you have too). The leadership team falls in love with a big idea and turns it into a big project. This project becomes the top priority—apparently the future of the company depends on it. Other projects (including yesteryear’s top priorities) are

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Stop Obsessing Over Development Velocity, Focus on This Instead

An awful lot of effort is going these days into boosting product teams’ productivity: getting them to burn those story points faster, deliver the planned scope in every sprint and cycle, and generally ship more stuff, faster. The term “development velocity” is often thrown around by executives, but what they’re actually aiming for is upping

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