Misused or plain out wrong product practices that hurt your ability to create value
Why is product discovery — the practice of identifying the right things to build before switching to delivery — so hard to implement? In my previous article I described two systemic problems: must-have features and weak goals. In this article I’ll focus on three key challenges that the are down to the product org itself. […]
Many companies recognize it’s better to develop products through research, experimentation, and evidence-guided decisions, yet few are able to make product discovery truly work. While the concept has been around for a long time, implementation is often half-hearted, partial and ineffective. AI dev hype is making things worse. In this and the following artile I’ll
Marty Kagan and Elias Lieberich, just published an article titled “The Product Model at Google”. It’s a good article that gets many things right, but I think there’s also a more nuanced picture that’s worth talking about. I see Google as an example of a company that used to have one of the best product
The Product Operating Model at Google – A Critical View Read More »
Objectives and Key Results (OKR) is one of the most common processes in the industry, and yet, despite 50 years of history, it’s the one companies struggle with the most. This problem is most evident when talking with product people and product leaders — the same challenges and frustrations come up again and again. So
It’s no secret that product management is often a misunderstood and misused role. Many companies restrict PMs to narrow, stereotypical jobs, hindering their potential impact. Without strong role models, some PMs fall victim to these product management myths and perpetuate them to new hires. Here are six wrong ways to think about the product managers,
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
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.
Net Promoter Score – Helpful or Harmful? (part 1) 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
Moving from Feature Factories to Value Generators Read More »
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
False Predictability Is Killing Product/Market Fit Read More »