Sublime
An inspiration engine for ideas
Lenny Rachitsky • 14 Habits of Highly Effective Product Managers
Executive team member Qualities Bert, CEO Hierarchical, micromanager, dominant, fear-driven, needs to be liked Carol, president of Consumer division Visionary, creative, disruptive, scattered, wants to stand on own feet Trent, president of Enterprise division Entrepreneurial, design thinker, systematic, found self after near-death experience Martin
... See moreNancy Duarte • HBR Guide to Persuasive Presentations (HBR Guide Series)
The insight came to me in a snowstorm
David C. Baker • The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth
Brian Balfour is recognized as a growth expert. He has started and grown multiple VC-backed companies with millions of users and is the former VP of Growth at HubSpot. Brian runs a terrific blog discussing the latest growth strategies and techniques (http://www.coelevate.com) and leads masterclasses on the topic at http://www.reforge.com
Cliff Lerner • Explosive Growth: A Few Things I Learned While Growing My Startup To 100 Million Users & Losing $78 Million
“In the case of the early-stage business, as leaders, we had to make some hypotheses. We had to play the customer a little to get a bootstrapped system. Then, as soon as things were ready, we would get in beta users, and then daily users would be the proxy for customers.” These transitions all require the product manager to adopt an evolving style
... See moreMartin Eriksson • Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams
Wherever there is an intermediary channel between the firm and the end consumer, that intermediate customer and what it values must be understood.
A. G. Lafley • Playing to Win: How Strategy Really Works
The trick was expanding the organization’s range by identifying the dominant culture and then diversifying it by pushing in the opposite direction.
David Epstein • Range: Why Generalists Triumph in a Specialized World
And as I learned in that 2003 S-Team meeting, if you started caveating or waffling about why you were not hitting objectives, Jeff wouldn’t hesitate to tear that kimono off for you.