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Transformed:
…companies that genuinely care about accountability track the results delivered versus the promises made…
|
009 |
|
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Transformed:
…in a strong product company, a compelling and inspiring product vision is your single best tool for recruiting the people on your product teams.
|
009 |
|
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Transformed:
…the purpose of the product vision is to describe the future that you are trying to create.
|
009 |
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|
Transformed:
The reality is that most companies try to do too many things at once. So, they end up diluting their efforts and making too little progress on the true levers for the business.
|
009 |
|
|
Transformed:
…the reward for strong product strategy is to get the most out of your technology investment. Good product strategy is a force multiplier.
|
009 |
|
|
Transformed:
…the product operating model is a conceptual model. It’s a way for you to think about the work. It is not a prescription. It is not a process. There is no single framework or methodology or tool.
|
009 |
|
|
Transformed:
…it is so common for companies that are transforming to hire product managers out of their customer base or others with deep domain experience. However, in most cases, this turns out to be a mistake.
|
010 |
|
|
Transformed:
Without direct, unencumbered access to actual users and customers, the product team has little hope of any kind of success.
|
010 |
|
|
Transformed:
…direct access to data is fundamental to the product model. Without direct access to the data, the product manager is flying blind.
|
010 |
|
|
Transformed:
Of all the principles underlying the product model, the single most important is the realization that innovation absolutely depends on empowered engineers.
|
012 |
