Few things are as important to study, practice, and perfect as clear communication, as miscommunication leads to misdirected energy and misdirected energy leads to useless work. As a product manager, I have come to learn that this role (as with many others) is centrally about how to ensure communication does not hinder purposeful productivity, when, for example:
If you want to know the zeitgeist of an organization, attend a few of its internal meetings. Nine out of ten times, you’ll see room for improvement.
If you want to be agile, or whatever you were told you have to do to become customer-centric and move fast, start by fixing the way your teams hold meetings. This is a surefire way to improve how groups of individuals across your organization interact, make decisions, and organize their work.
For context, let’s start by looking at the following data reports:
I have pulled some templates/frameworks from various articles I have written on Medium and categorized them here for your convenience.
I explain more about this here.
The team topology approach treats humans and technology as a single sociotechnical ecosystem, and thus it takes a team-sized architecture approach (people first) rather than a technology-first approach, e.g., the monolith vs microservices debate. NOTE: If you have microservices but are still waiting to do end-to-end testing of a combination of services, you have a distributed monolith (a distributed monolith is when all changes in a service require updates to other services).
If you know you need to deploy different parts of the system independently, you need to decouple services. In this environment, you should make your teams small and…
If you ask a veteran venture investor what are the metrics that matter, the answers might be (depending on their investment stage focus):
These metrics can help you understand what product/market fit…
Disclaimer: This article is not collectively exhaustive as it relates to product management domain knowledge.
Frederick Taylor is by no means the best source of wisdom for modern product or innovation managers. He did, however, have a few gems.
Andrew Carnegie once asked Taylor what he should do with his business. Taylor said: “I would advise you to make a list of the ten most important things you can do, and then start doing number one.”
The point here is to not pursue multiple ambitious goals at once. …
Mainly, any pre-product/market fit internet businesses using software as a tool to test assumptions with the intent to develop products at scale that people want.
Regardless of what your business needs are, you should at least consider the possibility that your minimum viable experiment (commonly known as MVP — minimum viable product) of your product might be used in a production scenario. In those…
Product management leader focusing on culture, organizational performance, and strategy.