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Food for Agile Thought #459: Challenging Assumptions, High-Performing Product Teams, Product Strategy Discovery, The Reason for Agile’s Decline

by Stefan Wolpers | 2024-09-06 News

TL; DR: Challenging Assumptions — Food for Agile Thought #459

Welcome to the 459th edition of the Food for Agile Thought newsletter, shared with 42,779 peers. This week, John Cutler suggests structuring organizations to become comfortable with challenging assumptions and thrive amid changing conditions, while Simon Powers examines culture’s impact on individuals and Agile’s decline. Bob Galen emphasizes the shift from rigid frameworks to flexible, context-driven agile patterns, Ted Neward highlights common ‘manager antipatterns’ in leadership, and Gustavo Razzetti stresses intellectual humility to prevent doubling down on poor decisions.

Next, Melissa Suzuno highlights how Botify’s transition to product-trio-supported enhanced collaboration and decision-making, while Todd Lankford offers a 5-step guide for teams to prioritize user needs over excessive planning. Stephanie Leue shares her approach to building high-performing teams, and Vlad Loktev, interviewed by Lenny Rachitski, discusses leadership insights from his decade at Airbnb, emphasizing chaos, impact, and balance in product development.

Lastly, Jacob Bennett shares his structured approach to work estimation for better outcomes, and Roman Pichler introduces product strategy discovery to minimize failure risk. Also, Pim de Morree critiques hierarchical team structures, advocating for more collaborative models, and Chris Stone presents the ‘Days Since Last’ metric for driving team accountability. Finally, Paul Graham reflects on the importance of a ‘founder mode’ approach to scaling companies, challenging conventional management wisdom.

Food for Agile Thought #459: Challenging Assumptions, High-Performing Product Teams, Product Strategy Discovery, The Reason for Agile’s Decline — Age-of-Product.com

From Transparency to the Perils of Oversharing

by Stefan Wolpers | 2024-09-02 Agile and ScrumAgile Transition

TL; DR: Why Too Much Transparency Can Have a Detrimental Effect

While transparency is often touted as essential in Agile, too much can have negative consequences. Oversharing can lead to micromanagement, misinterpretation, and loss of trust within the team. Examples include excessive scrutiny during Daily Scrums, misreading progress metrics, and creating a blame culture that erodes psychological safety.

Strategic opacity may sometimes be necessary to protect the team’s autonomy and maintain a healthy dynamic. Be transparent, but not at the expense of the team’s independence and well-being.

From Transparency to the Perils of Oversharing: Why Too Much Transparency Can Have a Detrimental Effect — Age-of-Product.com.

Food for Agile Thought #458: Engineers in Customer Support, Product & Tech Debt, Product Launch Mistakes, Cynics Rarely Succeed

by Stefan Wolpers | 2024-08-30 News

TL; DR: Engineers in Customer Support — Food for Agile Thought #458

Welcome to the 458th edition of the Food for Agile Thought newsletter, shared with 42,762 peers. This week, Ian Vanagas advocates involving engineers in customer support to boost product quality through faster feedback and ownership. Maarten Dalmijn identifies six common pitfalls in using spikes in Agile, and Jamil Zaki warns that workplace cynicism diminishes success, while Joost Minnaar attributes Enterprise’s success to decentralization and a customer-centric approach. Lastly, Andy Cleff emphasizes the importance of leadership virtues—courage, resilience, alliances, gratitude, and vulnerability—in driving continuous improvement and change.

Next, Gregor Ojstersek and Robert Ta provide engineers with strategies to convince Product Managers to prioritize technical debt by aligning it with business goals. Aakash Gupta and Jason Knight shed light on the complexities of B2B product management, stressing the need for PMs to balance revenue-driven features and broader strategic influence, and Aatir Abdul Rauf identifies 15 crucial mistakes to avoid during product launches. Moreover, Yuri Berchenko offers guidance on optimizing subscription product pricing through regular adjustments and customer segmentation.

Lastly, Domenic Edwards presents a detailed list of essential Product Manager tasks, adaptable to any organization’s needs. Dirk Lässig offers strategies for managing “evil dependencies” in software development, focusing on minimization, mitigation, and coordination, and Gustavo Razzetti explains how teams can rapidly build trust by fostering transparency and clarity. Also, Mario Caropreso stresses the need to balance operational excellence with project delivery. Finally, Michael H. Goitein advocates shifting from a “waiter” mindset to a “doctor” approach in product development, emphasizing user-focused continuous discovery.

Food for Agile Thought #458: Engineers in Customer Support, Product & Tech Debt, Product Launch Mistakes, Cynics Rarely Succeed - Age-of-Product.com

You Don’t Get Paid to Practice Scrum

by Stefan Wolpers | 2024-08-26 Agile and ScrumAgile Transition

TL; DR: Why Solving Customer Problems Instead Matters

Scrum is just a tool; your job is to solve real customer problems and deliver value. Stop focusing on perfecting frameworks and start prioritizing outcomes that matter. It’s time to reassess what truly drives your success, particularly given the challenging business environment.

You Don’t Get Paid to Practice Scrum but Solving Customer Problems within the Given Constraints — Age-of-Product.com

Food for Agile Thought #457: Blaming Agile for Lacking Innovation, Structuring Product Organizations, Cost of Delay, Unhealthy Team Tension

by Stefan Wolpers | 2024-08-23 News

TL; DR: Blaming Agile — Food for Agile Thought #457

Welcome to the 457th edition of the Food for Agile Thought newsletter, shared with 42,744 peers. This week, Rupert Goodwins critiques Moxie Marlinspike’s view of blaming Agile, emphasizing innovation’s evolution and the need for fresh thinking, while Jim Highsmith urges a shift from productivity metrics to value creation. Dave Rooney highlights simple defect management, using an analog tool, and Jeff Gothelf advocates for trust-based leadership. Following up, Ant Murphy stresses the importance of healthy team tension and collaboration over fear for creativity and the effectiveness of teams.

Next, John Cutler and Leah Tharin emphasize the need for a well-defined operating model in product organizations, focusing on team structure and accountability during growth. David Pereira stresses aligning strategy, discovery, and delivery for value creation in product management, and Melissa Suzuno highlights Ramsey Solutions’ engineer rotation in product trios for balanced skill development. Also, Richard Mironov explains how a company’s price point shapes its organizational behavior, especially in B2C versus B2B environments.

Lastly, Johanna Rothman discusses using the Cost of Delay to prioritize work, emphasizing determining if the work is still valuable first. Chris Stone introduces the Lean Experiment Canvas, a tool for teams to design and test hypotheses in Retrospectives. Then, Jenny Wanger provides a checklist for influencing product managers, focusing on understanding their challenges and simplifying changes, and Rolf Mistelbacher highlights how generative AI helps creators rapidly prototype by bridging skill gaps. Finally, Shane Gibson, Murray Robinson, and Gene Kim discuss the importance of organizational wiring, including leadership and communication, in fostering high-performing DevOps and agile teams.

Food for Agile Thought #457: Blaming Agile for Lacking Innovation, Structuring Product Organizations, Cost of Delay, Unhealthy Team Tension — Age-of-Product.com

Transformed Meets the Scrum Guide

by Stefan Wolpers | 2024-08-18 Agile and ScrumLean and Product

TL; DR: Transformed & Scrum

Despite criticism from the product community regarding Scrum as a framework for effective product creation, namely Marty Cagan himself, I believe that it is worthwhile to compare the principles that help form successful product teams with those of Scrum. Let’s delve into an analysis of “Transformed” and how its principles align with Scrum’s.

Let’s delve into how Scrum matches the five key product principles identified by Paweł Huryn in Transformed — Age-of-Product.com.