 |
…the classical role of the product owner is close to impossible in most contexts.
|
247 |
 |
When you have a product, people expect to pay for it in advance… We’re used to paying for products up front and services after they have been rendered.
|
025 |
 |
Don’t generalize; specialize. If you focus on doing one thing well and hire specialists in that area, the quality of your work will improve and you will stand out among your competitors.
|
147 |
 |
Owning a process make it easier to pitch and puts you in control. Be clear about what you’re selling, and potential customers will be more likely to buy your product.
|
147 |
 |
Don’t be afraid to say no to projects. Prove that you’re serious about specialization by turning down work that falls outside your area of expertise.
|
148 |
 |
The more people you say no to, the more referrals you’ll get to people who need your product or service.
|
148 |
 |
Hire people who are good at selling products, not services.
|
148 |
 |
Markets will rise and fall, people will come and go, technologies will evolve, products and services will adapt to consumer tastes and market demands.
|
045 |
 |
Having a great player, a popular product or a killer app does not mean we are equipped for the Infinite Game.
|
055 |
 |
Fast-growing companies with strong product, marketing and balance sheets… often neglect to give time and attention to leadership training or to actively nurturing their culture.
|
177 |
