Good teams celebrate when they achieve a significant impact to the business results. Bad teams celebrate when they finally release something.

Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building. Bad teams hold meetings to generate prioritized roadmaps.

We think of four types of questions we're trying to answer during discovery: Will the user or customer choose to use or buy this? (Value) Can the user figure out how to use this? (Usability) Can we build this? (Feasibility) Is this solution viable for our business? (Business viability)

In general, if the product team is given actual business problems to solve rather than solutions, and the product team does their job and interacts directly and frequently with actual users and customers, then getting a sufficient quantity and quality of product ideas is not really a problem.

There are a few product teams out there that have modified their product roadmaps so that each item is stated as a business problem to solve rather than the feature or project that may or may not solve it. These are called outcome‐based roadmaps.

marketing plays an essential role in

it is all too easy to institute processes that govern how you produce products that can bring innovation to a grinding halt.

it is absolutely critical to ensure that the solution we build will meet the needs of our business—before we take the time and expense to build out that product.

For a product team to be empowered and act with any meaningful degree of autonomy, the team must have a deep understanding of the broader context.