Kassen Qian

The flow: Think It = figure out what type of product we are building and why. Build It = create a minimum viable product that is ready for real users. Ship It = gradually roll out to 100% of all users, while measuring and improving. Tweak It = Continuously improve the product. This isn't really an end state; the product stays in Tweak It until it... See more

Chesky pushes PMs to always lead with the perfect experience without constraint . "Airbnb has stretched me to think about entire experiences, not just software."

Kwan's Hierarchy of Product Needs:

Switzerland: - Progressive DLT regulations, Favourable tax regimes, friendly regulatory structures, and limited liability, has made Switzerland, one the most sought-after countries to incorporate a DAO.

Stripe and Google both have long-term big visions and optimism about the impact technology can have on people’s lives .

You’re a janitor: You do as much of the dirty work as possible so everyone else doesn’t have to (so the team operates more efficiently)

The typical time horizon for a product team’s north star, or long-term vision, is three to four years out.

But an orientation toward storytelling and vision can sometimes cause challenges with execution : The only new product launch that succeeded was Airbnb.com. Every other big launch over the last eight years has actually been a complete flop.

How can we understand the different types of value that PMs of different levels bring to the table and use that information to effectively build a PM organization?