Internal Product Management
the tools, rules, and people insights that make up the magic in an org
Britt Gage and
Internal Product Management
Make space for what’s hard
We can’t point ourselves toward what matters until we stop running. And when we stop running, we come into contact with whatever it is we’ve been running from.
When I look back at the things I’ve felt pulled to avoid—difficult conversations, key decisions, important but challenging tasks—these are often connected to some r... See more
We can’t point ourselves toward what matters until we stop running. And when we stop running, we come into contact with whatever it is we’ve been running from.
When I look back at the things I’ve felt pulled to avoid—difficult conversations, key decisions, important but challenging tasks—these are often connected to some r... See more
Casey Rosengren • How to Find Freedom Under Pressure
When a company actually wants the opinions of those who work there, there are far more effective ways to have a productive conversation around the insights and desires that we each bring to the organization. Asynchronous and structured, these interactions are vital sources of connection and wisdom.
The obligations of the Town Hall
The Jenga situation
seths.blog
The early days are exciting. Customers are seen and heard and served. Variations are created and value is produced as problems are solved.
In the early days, the most celebrated employees are the ones who figure out what someone needs and then determines a way to fill that need.
Once the organization gains traction, it’s possible that a short-term profit maximizer will join the team. They push to treat the customers as replaceable flanges, almost identical, income opportunities to be processed. And the employees? They are expenses, not part of a team.
It can seem like the fastest way for a stable business to increase profits is simply to remove some sticks. Process more flanges with fewer expenses. Lower overhead, measure the easy stuff, do it faster.
We spend too much time dealing with shaky towers. The resilience of people connecting, of organizations evolving, of service and clarity and generative work is far too important to be threatened by a few hustlers who insist on measuring the wrong thing.