Kassen Qian

Execution & Impact: You know what needs to be done now and what can wait, and you focus the team on the key priorities. You define progress and impact, measure them, and maximize results.

The King of the Hill at Airbnb has switched from designers to product managers in most parts of the org. Vision-led rather than design-led.

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.

Problem 2: The need for a central source of truth - A change in plans (whether it was a priority or a launch date) was impossible to coordinate across all of these documents.

3. Empowered Product Teams: in strong product companies, teams are instead given problems to solve, rather than features to build, and most important, they are empowered to solve those problems in the best way they see fit.

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.

4. Don't Confuse Micromanagement with Miscommunication: Contextualize why it needs to be done in the first place.

6. Always Be Grooming New Leaders: Articulate the mission early in candidate interviews. Hire listeners that display intellectual curiosity. Offer high-performing PMs opportunities to onboard others.

1. Shipping - The most basic need that a PM satisfies is shipping features. This involves day-to-day tackling of large and small decisions that block the successful release of a new feature.