Internal Product Management
the tools, rules, and people insights that make up the magic in an org
Britt Gage and
Internal Product Management
We have more ways to offer instructions than ever before, but it’s not obvious that we’re getting better at it. Not just the operator’s manual, but every way we have to teach and offer instructions... Some (uncategorized) things to consider:
- Assume that some people will not read the manual, no matter how clear it is or what format it takes. If
Thoughts on the manual
We could do something, we might do something, but we don’t. And so the work doesn’t ship, or it doesn’t meet its potential.
I’m not alone in facing Resistance. It happens everywhere we look.
Some of the symptoms of Resistance seem contradictory, but if we go back to the definition, that makes sense. Here are a few:
I’m not alone in facing Resistance. It happens everywhere we look.
Some of the symptoms of Resistance seem contradictory, but if we go back to the definition, that makes sense. Here are a few:
- Procrastinating
- Ignoring or avoiding
Project resistance
“The obvious way to buy back your time is to pay someone to do something for you. Pay the mechanic to change your oil or a dry cleaner to press your suit.
The less obvious way to buy back your time is to say no. Passing on a promotion might “buy” you more time with family. Declining the dinner invite might “pay” for the time you need to exercise. We... See more
The less obvious way to buy back your time is to say no. Passing on a promotion might “buy” you more time with family. Declining the dinner invite might “pay” for the time you need to exercise. We... See more
James Clear • 3-2-1: On Endless Pursuits, the Value of Courage, and How to Buy Back Your Time
“I think about decisions in three ways: hats, haircuts, and tattoos.
Most decisions are like hats. Try one and if you don’t like it, put it back and try another. The cost of a mistake is low, so move quickly and try a bunch of hats.
Some decisions are like haircuts. You can fix a bad one, but it won’t be quick and you might feel foolish for awhile.... See more
Most decisions are like hats. Try one and if you don’t like it, put it back and try another. The cost of a mistake is low, so move quickly and try a bunch of hats.
Some decisions are like haircuts. You can fix a bad one, but it won’t be quick and you might feel foolish for awhile.... See more
James Clear • 3-2-1: On hats, haircuts, and tattoos
The internet and software is only accelerating this trend: as coordination costs get lower, it becomes easier and easier for companies to use outside services instead of building capabilities internally, concentrating knowledge in fewer and fewer organizations.
Ise Jingu and the Pyramid of Enabling Technologies
How do you preserve a source of truth when your team looks like teams of the future, connected with individuals who care but may be working in different systems and organizations to help you achieve your business goals? How can you assign an arbiter of truth?
Personal process notation
“I’ll remember it later.”
I’ll confess, I rarely do.
It turns out, it’s easier to remember questions than answers. And tools like Google Docs and photos in the cloud give us a chance to build our own personal search engine.
“I’ll remember it later.”
I’ll confess, I rarely do.
It turns out, it’s easier to remember questions than answers. And tools like Google Docs and photos in the cloud give us a chance to build our own personal search engine.