time. Instead, a productive use of time is figuring out what the right questions are and where to get the answers to those questions. A culture where it’s OK for anyone on the team to say, “I don’t know, but I can find out,” nurtures responsibility and maturity, and is a far better strategy than pretending to be a human search engine.

Discover for value and then deliver on that value. Use your product vision as a lens to focus your discovery, but use the qualitative feedback from your customers to refine what you deliver.

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

The job of the startup product leader is to explain how their business can potentially solve the user’s problem and whether you have agreement with the client. “In the beginning all you need to create is a high-level plan,” says Weinberg. This is step one for Weinberg and his teams. In this high-level plan there are a handful of questions that need

Only once you know where the value flows to and from can you know which unit economics to use to measure the product’s success or failure.

“Be stubborn on vision, flexible on details.”

Develop a roadmap that outlines the core themes and priorities.

Disney’s vision to “Make People Happy” doesn’t need to explain how that gets done. A vision should be able to stand the test of time while also being translated into near-term goals, objectives and key results (OKRs), or roadmaps.

A core product or platform provides a lens through which other business and operational decisions can be filtered. It becomes infinitely easier to project out from the core and inform marketing and sales, customer service and support, and customer success.