 |
When a product succeeds, it’s because everyone on the team did what they needed to do. But when a product fails, it’s the product manager’s fault.
|
43 |
 |
The level of time and effort required by the product manager role is extremely tough to sustain if you’re not personally passionate about your products and your role.
|
47 |
 |
If you’re building user-facing products, it’s critically important that you get a trained product designer for your team… strong design today is table stakes.
|
57 |
 |
We need design – not just as a service to make our product beautiful – but to discover the right product.
|
58 |
 |
For this position [product manager], you need to ensure you hire someone who has proven ability to develop others.
|
80 |
 |
A team should feel empowered, yet accountable for some significant part of the product offering.
|
95 |
 |
One of the absolute hardest assignments in our industry is to try to cause dramatic change in a large and financially successful company.
|
103 |
 |
Typical roadmaps are the root cause of most waste and failed efforts in product organizations.
|
109 |
 |
Strong product teams… are very good at quickly tackling the risks… and are fast at iterating to an effective solution.
|
112 |
 |
It is management’s responsibility to provide each product team with the specific business objectives they need to tackle.
|
117 |
