 |
…if possible, always own your distribution rather than delegate it to a third party. Nobody cares about selling your product more than you.
|
118 |
 |
As professional people, we are products. So try to product-manage yourself. Develop your product through education, training, and experience.
|
159 |
 |
Having to support your own product is a strong motivator to maintain high quality and supportability.
|
026 |
 |
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.
|
026 |
 |
…product development, unique change, is emergent, not deterministic. The work is filled with unknown-unknowns and acting in the space changes the space.
|
028 |
 |
…customers are not just buying a point-in-time product, they are buying ongoing innovation and an experience.
|
034 |
 |
…transformational leadership, in the context of product development, is highly correlated with higher organization performance.
|
107 |
 |
For product development, your primary tribal identity should be your value stream, what you are producing that is of value, not your job role specialism.
|
109 |
 |
…focus on and optimize for the fast flow of safe value end to end with long-lived value streams, long-lived products, long-lived teams, and funding the flow of value.
|
178 |
 |
IT products should be continually refactored so they are always up to date. Systems naturally entropy if left untouched. The weeds grow.
|
184 |
