Kassen Qian

The absence of one or more is almost certainly correlated with weak product organizations.

There is just the feeling that it should all be exceptional. We should push for an extreme quality bar on all of the fronts.

Most PR/FAQs are rejected, and the ones that pass often generate further questions that need to be answered. This is a feature, not a bug. Spending time up front to think through all the details of a product preserves your company's resources to build products that will yield the highest impact for customers and the business.

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)

Features don’t work, in the sense that they can be easily gamed. Behaviour has an advantage over features in that you can describe any feature in terms of behaviour, but you can’t describe behaviour in terms of features.

Your team dynamic is something you can always affect, even if you have no meaningful influence over the major strategic decisions of an organization.

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

We ensure that our products go from being great at launch to becoming amazing, by relentlessly tweaking after launch.