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…it is necessary to optimize for early and often learning in a real environment with real customers or consumers.

The primary tribal identity is aligned to the customer, the value stream, and the product(s), not the job role. The team succeeds and learns together.

…customers are not just buying a point-in-time product, they are buying ongoing innovation and an experience.

…long-lived teams come to understand the unarticulated needs of the customer.

Aim to get the thinnest vertical slice of real value in the hands of real customers. This de-risks delivery and maximizes learning, providing fast feedback on strategic bets.

…learning whether we have delivered a valuable thing or not will come not from us; it comes from the customer.

How do you get to an empathetic place for product design and development? Create regular customer exposure for your team and yourself.

…as soon as you lose your ability to consistently create value—to innovate on behalf of your customers—it is only a matter of time until your competitors are able to offer a more compelling solution to your customers.

…empowered product teams [are] designed to serve your customers, in ways that work for your business.

Strong, cross-functional, empowered product teams composed of product managers, product designers, and engineers—working together to solve customer problems in ways that your customers love yet work for your business—is the essential core concept of the product model.