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Greg organizó el cambio en el proceso de desarrollo de QuickBooks usando cuatro principios: 1. Equipos más pequeños. Pasar de grandes equipos con roles funcionales uniformes a equipos más pequeños, totalmente comprometidos cuyos miembros desarrollen diferentes roles. 2. Lograr ciclos de tiempo más cortos. 3. Feedback de los consumidores más rápido,

Eric Ries • El método Lean Startup: Cómo crear empresas de éxito utilizando la innovación continua (Spanish Edition)

What I’ve always found is this: give me a great product picker and a great architect, and I’ll give you a great product. But if I don’t have a great product manager, a great product originator—it used to be called a product picker—and I don’t have a great architect, I’m not going to get a great product.

Elad Gil • High Growth Handbook: Scaling Startups From 10 to 10,000 People

Criamos uma “caixa de areia” para experimentação, como a que será descrita no Capítulo 12, e pusemos uma equipe multifuncional trabalhando exclusivamente nessa grande mudança de projeto.

Eric Ries • A startup enxuta (Portuguese Edition)

Often, we see this brilliance in early versions of products—born from founder-built brute force and passion—only to see it fade with scale. Ultimately, you are only as good as your team, so you better craft it intentionally and with heart. The company becomes your great work. The best designed of these organizations become durable as they scale and... See more

terrain.com • Design Literacy

We Will Specialize

Blair Enns • The Win Without Pitching Manifesto

directly responsible individual (we pronounced it as D-R-I in conversation), the person who has to do whatever is necessary to develop a piece of hardware or software, some technology, some critically needed thing—the DRI was the person with their butt on the line.

Ken Kocienda • Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs

The advent of Amber Organizations brought about two major breakthroughs: organizations can now plan for the medium and long term, and they can create organizational structures that are stable and can scale.

Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

Figure 3. The magic triangle: to improve the odds of becoming a category king, companies should engage in product design, company design, and category design at roughly the same time.

Al Ramadan, Dave Peterson, Christopher Lochhead, • Play Bigger: How Pirates, Dreamers, and Innovators Create and Dominate Markets

In a directed hack day, there's a customer problem (for example, something is really difficult to learn and use, or it takes too long to do) or business objective we've been assigned (for example, “Reduce the customer churn rate” or “Increase customer lifetime value”), and we ask people from the product teams to self‐organize and work on any ideas