Product development organizations used the increasing headcounts to form ever more specialized teams, with ever more specialized product managers — teams focused on product areas like newsfeed and search, on platforms like iOS and Android, or on strategic themes like personalization and onboarding.
…s way is highly linked to the clarity of our “strategy”. We are confident on-boarding is important. We know the “value” of solving that problem. With this confidence it is much easier to rationalize taking an experimental approach. We can afford to fail and miss the mark (and likely will), provided we can place more bets. When value is less clear, we tend to get overly obsessed with particular ideas and exactly how long they will take.
At this point there is a tendency to rush into trying to fix that problem. We’re told to secure “executive support” and “buy-in”, rally your supporters, and strike while the iron is hot. There’s a risk to this approach, however. It is easy to mistake the support of your team for their willingness to push through when the change effort gets hard. You also run the risk of becoming the accidental spokesperson for a particular change effort, and when detractors are able to pin the effort on a single person (and their qualms) it is a lot easier to dismiss it (and them). It’s risky and fragile.
IMPORTANT: My personal philosophy around product development is that even though there are many frameworks that suggest different ideal working patterns, the key to a successful cross-functional partnership is collaboration & flexibility. Product requirements may change mid-development because of an unpredictable blocker, or designs might have to change because of new incoming customer feedback. While using a framework can help define some of the responsibilities and relationship boundaries, approach this process with an open mindset and be comfortable with change. It’s okay to move plans around or push back the deadline as long as these changes are reasonable and communicated properly & early.
We have more and longer meetings. Bigger teams. More complicated processes. More time and resources spent. On a yearly basis, we get more management tools and hacks. We preach simplicity but forget how to build a useful and usable product. We want innovation, but we keep rigid roadmaps that can’t be changed. People want to contribute with great ideas but all they end up doing is pick up another ticket from Jira. And with all of that, we get more and more waste. But there is a better way of designing and building, one which has less mass.
everyo… gap filling WYSIATI effect it has is not what the inventors of Personas intended. Because of this, Personas have destructive effects on an organization. As each team member reads a persona, they will subconsciously fill it with their own assumptions which differ from everyone else.
Though Amazon raised minimum hourly warehouse wages to $15 last year, firsthand reports indicate that work in these warehouses can be grim. Workers’ time is so closely managed that some avoid taking bathroom breaks, reportedly sometimes even peeing in bottles. Temperatures inside facilities range from blisteringly hot to freezing cold. Fifty-four workers wer…
Ours is a culture that measures our worth as human beings by our efficiency, our earnings, our ability to perform this or that. The cult of productivity has its place, but worshipping at its altar daily robs us of the very capacity for joy and wonder that makes life worth living — for, as Annie Dillard memorably put it, “how we spend our days is, of course, how we spend our lives.” —taken from 10 learnings from 10 years of Brain Pickings