Empowered
https://gyazo.com/9ae7609155eccada33610d84b8ce0326
TL;DR
Summary
感想
-.icon
メモ
The Role of technology
In most companies technology teams exist to serve the business.
Empowered Product Teams
in strong product companies, teams are instead given problems to solve, rather than features to build
The main focus of Feature Teams which only create features rather than solving problems is delivery
They are all about output and not business results
The are two fundamental reasons why our customers and stakeholders aren’t able to tell us what to build
1. The customers and stake holders don’t know what is just now possible. They are not experts in the enabling technology.
2. Very hard to predict in advance what solutions will work.
技術が必要な経費であるという考えは古く、技術そのものがビジネスのenablerでないといけない
What is especially ironic is that these companies are almost always spending far more on technology than they need to.
Purpose of Product Leadership is to inspire and motivate organization.
Product Leadership has four major explicit responsibilities.
Product Vision and Principles
チームが同じ方向で進めるように
Team Topology
How we break up work among different product team.
Product Strategy
Product Evangelism
Manager
Staffing
Recruiting interviewing onboarding evaluation promoting
Coaching
Responsible for developing the skills of their people
Team Objectives
Ensure that each product team has one or two clear objectives they have been assigned which spell out the problems they are being asked to solve.
Coaching is no longer a speciality; you cannot be a good manager without being a good coach. - Bill Campbell
Your company depends on successful products. And successful products come from strong product teams.
Create taxonomy and do gap analysis and find the biggest three gap
Roughly six-page document that describes in narrative form the problem you’re trying to solve, why this will be valuable for your customer and for your business, and your strategy for solving the problem.
Ensuring the product team has the necessary understanding of the broader business context in which they are operating. These information will be called strategic context.
taking control of your time may be harder than ever, but it is also more important than ever.
We need to acknowledge that intelligence and thinking are not at all the same thing.
We also need to recognize that acquiring knowledge and applying knowledge are two different things.
Three critical characteristics of strong product teams, no matter what processes they use
Tackling risks early, solve problems collaboratively, being accountable to results.
We need to know what we can’t, admit what we don’t know, and focus on discovering a solution that works.
Our job in product is to solve the problems we are asked to solve, in ways that our customers love, yet that works for our business.
Each member of the team is counting on the others to have their homework and boring the necessary skills to the table.
The strong product manager understands that each stakeholder is responsible for some key aspect of the business, and they are a key partner in helping to come up with a solution that works.