RAFFIAPALM

Resources for product teams from industry experts

books

  • Exploration almost never results in a single plan, but rather exposes several alternatives that are promising enough for serious consideration. Evaluation of alternatives typically occurs “on paper” before an artifact is produced. Once an artifact has been produced, there is almost always an evaluation through testing by the user. Users are clearly best at assessing, through their own experience, whether an artifact actually closes the sensed gap in their experience.

    — Design: Creation of Artifacts in Society by Karl Ulrich

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  • The key is to understand how intuition—specifically, informed intuition—actually works. Unlike numerical analysis, it does not rely on processing a statistically significant sample of data in order to achieve a given level of confidence. Rather, it involves conclusions based on isolating a few high-quality images—really, data fragments—that it takes to be archetypes of a broader and more complex reality. These images simply stand out from the swarm of mental material that rattles around in our heads. They are the ones that are memorable. So the first rule of working with an image is: If you can’t remember it, don’t try, because it’s not worth it. Or, to put this in the positive form: Only work with memorable images.

    — Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers by Geoffrey A. Moore

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  • Social media has transformed our world into one great big small town, dominated, as all vibrant towns used to be, by the strength of relationships, the currency of caring, and the power of word of mouth. In order to succeed now and in the future, it’s going to be imperative that we remember what worked in the past.

    — The Thank You Economy by Gary Vaynerchuk

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  • Great work tends to grow out of ideas that others have overlooked, and no idea is so overlooked as one that’s unthinkable.

    — Hackers & Painters: Big Ideas from the Computer Age by Paul Graham

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  • Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you’re good at. And staying competitive as the basis of competition shifts necessarily requires a willingness and ability to learn new things rather than clinging hopefully to the sources of past glory. The challenge for incumbent companies is to rebuild their ships while at sea, rather than dismantling themselves plank by plank while someone else builds a new, faster boat with what they cast overboard as detritus.

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

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