Sublime

every single day in 2010 we ran more than thirty experiments to uncover what would best serve our users.

“The CEO of Automattic on Holding ‘Auditions’ to Build a Strong Team” from the April 2014 issue of the Harvard Business Review

I learned empathy with your user and rapid prototyping. They open your eyes for unmet user desires and teach you how to observe without jumping to conclusions. You get thrown into a new problem like redesign a bookstore. With little guidance, you go out and talk to users, take pictures, come back and synthesize, prototype, and bring your prototype

existing customers.

Marketing folks focus on getting users into the product, while product managers define what happens once the user is in the product.

One technique I learned, actually from Brian Chesky at Airbnb, is to go find the five best people in Silicon Valley that do that role, and just have coffee with them. And just chat. In that dialogue, I think you form an ability to benchmark the differences between an A+ and a B+, so that when you meet new candidates, actual candidates, you can tria

Knowing the following information will help you stand out: Products: What is the array of products or features that the company creates? How do the products fit with each other? Competitors: Who are the competitors? How does the company differentiate itself from them? Customers/Market: What is the target market for the company? Are there any second

Test-drive employees

IDEO, a top design firm, has materials on Human-Centered Design on their website that can help you learn more about running these projects.