 |
Your highest order contribution and responsibility as product manager is to make sure that what the engineers are asked to build will be worth building.
|
008 |
 |
…an empowered product team is all about pushing decisions down to the product team level.
|
011 |
 |
An inspiring and compelling product vision serves so many critical purposes that it is hard to think of a more important or higher-level product artifact.
|
017 |
 |
…while we may make a bet on specific technologies, we must always keep in mind the purpose of that technology is to solve problems in ways that customers love.
|
018 |
 |
Good product leaders are skilled at helping others feel shared ownership.
|
018 |
 |
Design is far too important to be run as an internal service. It needs to be a first-class member of the product team, just as the product manager and tech lead are.
|
024 |
 |
As much as possible, you should try to keep your existing product teams intact.
|
026 |
 |
…product strategy helps us decide what problems to solve, product discovery helps us figure out the tactics that can actually solve the problems, and product delivery builds the solution so we can bring it to market.
|
27 |
 |
The information that’s in the strategic context – the company objectives, the company scorecard/dashboard, and the product vision – is the foundation for any significant insight.
|
029 |
 |
…no product strategy survives its initial encounter with the real world.
|
030 |
