a backlog administrator.

we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also

A consensus culture. Many organizations strive for consensus. While this typically comes from good intentions, what this means in practice is decisions are very hard to make and everything slows to a crawl.

must have a deep understanding of the broader context. This starts with a clear and compelling product vision, and the path to achieving that vision is the product strategy.

Finally, it's all about solving problems, not implementing features.

But we need to make what is called a high‐integrity commitment. This will be discussed in detail later, but the key takeaway here is that we need to solve the underlying problem, not just deliver a feature.

Today, we know that the technology drives (and enables) the functionality as much as the other way around. We know that technology drives (and enables) design. We know that design drives (and enables) functionality.

One frequent problem is to try to standardize on a common foundation prematurely. The foundation isn't yet ready for prime time, in the sense of the leverage it is designed to provide.

If you want to discover great products, it really is essential that you get your ideas in front of real users and customers early and often.