One of the tenets of Product Discovery, Lean UX and Lean Startup methodology in general, is to try and avoid or reduce waste. Mostly that means tackling the situation where we design, build, test and deploy a solution that fails to meet its objectives. However, in this article I wanted to focus on another form of waste, one I find particularly frustrating, one that I’ve seen in countless teams, and one that I believe is completely avoidable.
I am referring to the waste that happens when one member of a team goes off and learns something important about our customers or our product, and that learning is wasted because it is not acted on or internalized or grokked by the rest of the team.
Building a product by oneself is difficult. Building it with a team can be harder. But building it with a distributed team is even harder.
Today it is rare for companies to build products with a 100% local, in-sourced and on-site team. This is why one key requirement to build a successful product is to be able to manage a globally distributed team.
That is not easy and there are some crucial differences between being a small start up and an established enterprise.
Here is what I learned from teaching this at the University and doing it in practice.
Marketing has changed drastically, and nowadays, social media prevails in this domain when it comes to communicating to a large, global audience. International sports events, such as FIFA World Cup and The Olympic Games, have been successful enough over the years to teach us many lessons that can be beneficial.
No matter how you prioritise your backlog, it’s always a challenge to deal with technical debt. Martin Fowler has a pretty good explanation of what technical debt is, and the obvious risks it brings: Doing things the quick and dirty way sets us up with a technical debt, which is similar to a financial debt. …
Too often, designers and their teams are sprinting to finish a project before a deadline and then iterating quickly on the next version. But good design – especially product design – takes time, and it should not be rushed.
Designing for mobile platforms can be likened to preparing for a marathon: it requires discipline, patience and perhaps even defining success on your own terms.
A few months ago, I linked the type of product manager that you want to hire, to the product life cycle stage that your product is at, saying that an engineering oriented product manager would be a better fit for a product that is at its first life cycle stages and that a marketing oriented product manager would be a better fit for the more mature product.
This is a list of the rules of product management and product marketing as I see them. I know that there are so many more, and that others can elaborate on them more eloquently; but, as I have a moment, I will continue to grow the list. It’s not meant to be all-encompassing; just simply points to remember as you go along.
What I’d like to do here is shine a light on the actual problematic behaviors and differences, with the hope of inspiring established companies to take a hard look at their organization, their culture and their process, and hopefully start on the path to true continuous innovation:
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