RAFFIAPALM

Resources for product teams from industry experts

books

  • If a company launches a sequence of growth businesses, if its leaders repeatedly use the litmus tests for shaping ideas or acquiring nascent disruptions, and if they repeatedly use sound theories to make the other key business-building decisions well, we believe that a predictable, repeatable process for identifying, shaping, and launching successful growth can coalesce.

    A company that embeds the ability to do this in a process will own a valuable growth engine.

    — The Innovator’s Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen, et al.

    Source: Amazon Kindle
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  • Do not allow your supposed experience of life to transform you into a machine. Use that experience to listen always to ‘the voice of the heart’. Even if you do not agree with what that voice is saying, respect it and follow its advice: it knows when to act and when to avoid action.

    — The Book of Manuals by Paulo Coelho

    Source: Amazon Kindle
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  • Breadth! Breadth! Breadth! The main idea is to open your mind and broaden your scope of knowledge. Creativity is a by-product of breadth. 10 × more than depth. Pulling ideas from arenas brand new to you and translating them into your sphere of interest is key. (This is not a mechanical act. I’m talking about subconscious novel connections that sneak in when you are, say, dealing with thorny issues.)

    Read fiction. Fiction is all about people and relationships. This and that cause your mind to expand and productively wander in ways that are invaluable, but of which you are unaware. Subliminal impact. Your mind is broadened. And somehow or other, the new things you’ve been examining in your reading sneak into your way of being and impact your practical, and long-term strategic, actions.

    — Excellence Now: Extreme Humanism by Tom Peters

    Source: Amazon Kindle
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  • No matter what you’re after, in the internal groundswell, the secret to thriving is culture. This is not about technology implementation but about managing and changing the way organizations work, a change that needs the blessing—or, even better, the active participation—of top echelons of management. It’s nearly impossible to force social technologies on organizations from the top down, because, by their definition, these technologies require the participation of your employees.

    You can’t force them to adopt groundswell thinking, any more than you can convince reluctant managers to deploy social technologies with your customers. But it sure helps if the social technologies have an executive or two behind them.

    — Groundswell by Charlene Li, Josh Bernoff

    Source: Amazon Kindle
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  • The fundamental thing that I wish I’d known, is I underestimated the importance of simplicity and design. The first couple of years I really didn’t feel that, I didn’t have a good enough appreciation that the most important thing for consumer-facing software was that it was beautiful and simple, and people immediately and intuitively understood how to use it.

    It really wasn’t about making it more powerful, it was about making it more natural. I think I’ve only internalized that in the past couple of years and it’ll take another lifetime to really master it.

    — Startup Growth Engines: Case Studies of How Today’s Most Successful Startups Unlock Extraordinary Growth by Sean Ellis, Morgan Brown

    Source: Amazon Kindle
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