Below Water Level

Building the right thing is top-of-mind for most product people.

Compound products put the building of the adjacencies in the driving seat and not the customer.

Product Managers are at the greatest risk of under-performance in a software triad.

In making a decision, I once took leaps of logic, leading to the most painful failure.

Defining the problem before moving to solve it, amplifies the impact of all activities in the product lifecycle.

When considering any investment, we are considering two main questions: What is the value for the customer?

The value is not in the software anymore but the “thinking processes” that produce the solution.

https://imgs.xkcd.com/comics/fixing_problems.png It is suprising how different cultures, traditions and disciplines use very different words to talk about the concept of “Problem”.

At my first product job, I learned that an acute focus on three things is critical to cause a switch for customers: (a) who makes the “buy” decision and what are their goals.

Software developers and engineering leadership misunderstand or under-value the leverage they have in defining and creating company culture.