RAFFIAPALM

Resources for product teams from industry experts

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  • While it is perhaps counterintuitive that Customer Success should have a close working relationship with the Product team, this is absolutely the case. Because Customer Success is highly attuned to how value is being created (or not) for the customer, having a tight feedback loop into the Product roadmap is essential. As a bare minimum, CSMs should participate in feature planning sessions. More formally, the product ticketing queue should include a Customer Success track for features that need to be prioritized.

    — Farm Don’t Hunt: The Definitive Guide to Customer Success by Guy Nirpaz, Fernando Pizarro

    Source: Amazon Kindle
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  • When you are in the product development world, you become immersed in your own stuff, and it’s hard to keep in mind the fact that the customers you go out and see spend very little time with your product,” says Dowell. “They know the experience of it then and there. But they don’t have any history with it, and it’s hard for them to imagine a future with it, especially if it’s something very different “…” It looked different. There was nothing familiar about it. Maybe the word ‘ugly’ was just a proxy for ‘different.’

    — Blink: The Power of Thinking Without Thinking by Malcolm Gladwell

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  • For “in all fair dealings,” Burke reminded his parliamentary colleagues in 1775, “the thing bought must bear some proportion to the purchase paid.” Proportionality comes from what grand strategy is: the alignment of potentially infinite aspirations with necessarily limited capabilities. And fairness? I’d say from bending the alignment toward freedom. Or, as Berlin would have put it, toward “negative” liberty.

    — On Grand Strategy by John Lewis Gaddis

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  • Epidemics are, at their root, about this very process of transformation. When we are trying to make an idea or attitude or product tip, we’re trying to change our audience in some small yet critical respect: we’re trying to infect them, sweep them up in our epidemic, and convert them from hostility to acceptance. That can be done through the influence of special kinds of people, people of extraordinary personal connection. That’s the Law of the Few. It can be done by changing the content of communication, by making a message so memorable that it sticks in someone’s mind and compels them to action. That is the Stickiness Factor. I think that both of those laws make intuitive sense. But we need to remember that small changes in context can be just as important in tipping epidemics, even though that fact appears to violate some of our most deeply held assumptions about human nature.

    — The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell

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  • Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do. Again, a WHY is just a belief, HOWs are the actions we take to realize that belief, and WHATs are the results of those actions. When all three are in balance, trust is built and value is perceived.

    — Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek

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