Age of Product’s Food for Thought of February 26th, 2017—shared with 6,488 peers—focuses on brilliant jerks and the havoc they cause on culture. You may have heard of Susan Fowler and her working “experience” as a software engineer at Uber. The case is symptomatic of everything that goes wrong when building a truly inclusive, non-discriminating—and thus innovative—culture is sabotaged by the leadership.
On the product side, we dive deep into slicing & dicing of user stories, how to up your prototyping game, twelve lessons learned about product/market fit, and your organization has to scale the product team.
Last but not least: New kinds of work require new ideas—and new ways of organizing work altogether. The New York Times Magazine has more on it.
Age of Product’s Food for Thought of February 19th, 2017—shared with 6,371 peers—focuses on how to create agile tribes by building great teams in a simple yet compelling framework, and thus overcome the waterfall legacy of established organizations.
We also dive deep into how to identify the right product, product increment, or feature: from hypotheses, via validation, to delivery.
Last but not least: We learn that failure itself is no longer an option but the goal. That the fear of failure is the enemy of innovation, and how the universal income thus might help becoming more innovative. (Star Trek. Finally.)
Age of Product’s Food for Thought of February 12th, 2017—shared with 6,242 peers—focuses on the agile enterprise: from where the return on investment is, via balancing autonomy and accountability at Spotify, to being agile with distributed teams.
We also dive deep into product discovery and its evolution over the last 20 years, why large teams tend to fail on building great products, and why product roadmaps are still a nascent trend.
Last but not least: We enjoy the transcript of the Slack AMA with Spotify’s former VP of Product, and we silently enjoy browsing this week’s Dilbert comics.
Age of Product’s Food for Thought of February 5th, 2017—shared with 6,508 peers—focuses on team building, how to provide feedback to hardly bearable teammates, and why radical candor is good for business and your soul. Be warned, though, transparency has a dark side, too.
We also dive deep into how the best product teams evolve beyond Agile and Lean, how to utilize guerilla research to create excellent products, and what anti-patterns to avoid if you are pursuing a career in product management.
Last but not least: We discuss patterns and ethics of how today’s technology seeks to manipulate us.
Age of Product’s Food for Thought of January 29th, 2017—shared with 6,369 peers—uncovers the Zombie Scrum apocalypse, and other anti-patterns of organizations stuck in their transformation process.
We advocate self-organization by asking questions and thus resisting the urge to ‘fix’ an urgent problem. Also, we revisit the ‘done’-question with Wally: bugs or no bugs?
David Cancel claims: Agile is dead, long live customer-centricity! And he provides a free ebook to prove his point. Speaking of customer-centricity: feature flags can come quite handy to achieve this objective. Learn how to apply them. And while you’re at it, build more trust with your stakeholders, and assess yourself as a Product Owner.
Last but not least: We follow Uber and Airbnb on their way to disrupt the taxi and hotel industry — in less than a decade. (Schumpeter would have been fascinated.)
Age of Product’s Food for Thought of January 22nd, 2017—shared with 6,173 peers—wants you to free your mind (and the agile rest will follow): Efficiency and creativity don’t make good companions, particularly if you have to resort to guerrilla innovation.
We also bust the myth that there are too many meetings in Scrum—the so familiar post-Scrum-honeymoon whining from developers.
We then dive deep into how to turn ideas into validated learnings and those into actionable user stories for the product backlog. By the way, given the abundance of ideas, you may consider learning how to say ‘no’ to create an outstanding product. Find out how to do so without burning bridges.
Last but not least: Learn how to intelligently fail while hacking the innovation culture of your organization—which is particularly useful if you are not working for Google, for example.