Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams

a product leader will be judged by how well they deliver a valuable solution to a customer problem.

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.

Actionable, measurable, and time-bound metrics that balance the short term and the long term are the best practice by the world’s best practitioners.

I needed to communicate to this person in the first week. Firstly, the new team member must understand that it is their job to know more than anyone in the company about their product area and its customers. Importantly, this person needed to know more about these things than I did, and Steve knew that I knew a lot. Secondly, the new team member sh

The first principle is that we think big but start small. This means thinking about a big vision and then ruthlessly cutting the scope so we can ship. Because our next principle is ship to learn, which means shipping as fast as possible so we can learn as fast as possible. The third principle is to design from first principles — to start with a bla

A mediocre process can be reformed into an excellent process by great people, just as a mediocre team can undermine even the best process. Choose the team first, and then decide what process amplifies their best efforts.

“Data is very valuable, but isn’t helpful without qualitative research. You need to ask the right questions. You need to really understand who’s using it and what you are not fulfilling as much as what you are fulfilling.”

Language is the point of creation, whether it be written, verbal, or body language. Your team picks up on those cues.

Along with finding out who pays you the money, it’s important to understand who influences the use of your product and who evangelizes your product. In complex product sales the person buying from you (e.g., line manager) may not be the person paying you

The initial problem for many product leaders is they have a massive reservoir of data and insufficient methods for turning that data into insights. Leaders need a process for how to pick and choose which measurements to focus on and why those are meaningful.