Collapse the talent stack every chance you get.
As I reflect on the teams I’ve led and hundreds of start-ups I’ve worked with, there is a consistent unfair competitive advantage i’ve witnessed when the talent stack was collapsed - when the lead designer was also the product… Show more
Collapse the talent stack every chance you get. As I reflect on the teams I’ve led and hundreds of start-ups I’ve worked with, there is a consistent unfair competitive advantage i’ve witnessed when the talent stack was collapsed - when the lead designer was also the product… Show more
If you are not evolving your organizational design, it might be an indicator that your product strategy is getting stale. In our experience, most rigid organizational structures are built to create processes for predictability, not successful outcomes.
Martin Eriksson • Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams
Across so many teams I’ve worked with, I’ve marveled at just how quickly an idea takes hold when someone proactively does the underlying work no one else clearly owned. There is rarely a scarcity of process or ideas but there is often a scarcity of people willing to work outside the lines. Those who take initiative to contribute when it wasn’t thei
... See moreScott Belsky • The Messy Middle: Finding Your Way Through the Hardest and Most Crucial Part of Any Bold Venture
as well as the founder, the product manager can get technical and that is a problem. Should not delve into how to build, focusing on the customers and the market.
Apple • Gokul Rajaram on designing your product development process, when and how to hire your first PM, a playbook for hiring leaders, getting ahead in you career, how to get started...
Teams need workflows to be designed and structures within which people can be most effective. It is the manager’s job to provide these if they want to maximize productivity.