I Manage Products blog
& PRODUCTHEAD newsletter

» Tomer Sharon will be remembered for pioneering UX research techniques such as Experience Sampling and Google’s HEART framework

» Product managers exist in part to free up the specialists to do their thing » Being the point of contact with senior executives and stakeholders tends to also make you accountable to them » Specialists’ expertise is needed to wield a tool effectively, even if it’s easy to use

And is the increasing reliance by junior developers on AI coding assistants storing up a generational skills shortage for the future – ‘professional debt’, if you will?

» Different cultures communicate with varying directness; context heavily influences interpretation and meaning » Leadership, trust, and decision-making styles differ widely across cultural backgrounds and must be adapted to the team » Bridging cultural divides requires empathy, flexibility, and awareness of one’s own cultural lens

» Organisational changes will reveal weak spots in the current ways of working before you adapt them » Structure teams differently based on the nature of the work » There is value in using shared language to describe how teams differ

» Be comfortable not having all the answers; trust your team » Prioritise the customer when balancing B2C/B2B decisions » Counteract your cognitive bias towards adding complexity by subtracting

» There’s a balance between motivating people to a goal and killing their enthusiasm with the gory detail » Just as with users and customers, we need to meet our peers where they are » In most complex organisations, product supports the organisation’s goals, not vice versa

To understand how cloud computing works, we’re going to start with the basic building blocks and work our way up.

» Choosing not to learn is a choice to be left behind » 4 types of “money story”: cost savings; upselling; new market; and customer satisfaction » Reflections on how we think about aspects of product management

» What product work will deliver the greatest positive impact for the business? » Rather than multiple levels of abstraction, team goals should be 1 step away from the corporate goal » Enabling teams can have impact by prioritising the teams doing the most impactful work

» Just over half of product managers surveyed rate themselves poor at retiring a product » Consider how people may continue using your product after it is retired, or the company exits » Activists are pushing to prevent companies from bricking devices reliant on cloud software

» So-called hypergrowth is quadratic, not exponential (adding a larger fixed amount each year — not multiplying) » Sustainable growth requires new products or built-in virality, not just more marketing » True exponential growth is rare and short-lived