RAFFIAPALM

Resources for product teams from industry experts

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  • If the technology is new, you very likely don’t have anyone on the teams who has been trained on this new technology. This fact ends up scaring off many leaders, or they occasionally think they have to partner with a third party that does have the necessary experience. But if the technology is important to you, your company needs to learn that technology. And the sooner the better.

    The good news is that this is rarely that difficult. Your best engineers are probably already considering this technology and would love to be able to explore further.

    In the best organizations, it is the empowered engineers that often identify these enabling technologies and proactively bring the possibilities to the leaders, usually in the form of a prototype.

    — EMPOWERED: Ordinary People, Extraordinary Products (Silicon Valley Product Group) by Marty Cagan

    Source: Amazon Kindle
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  • It’s about shared learning. One of the keys to having a team of missionaries rather than a team of mercenaries is that the team has learned together. They have seen the customer’s pain together, they have watched together as some ideas failed and others worked, and they all understand the context for why this is important and what needs to be done.

    — INSPIRED: How to Create Tech Products Customers Love (Silicon Valley Product Group) by Marty Cagan

    Source: svpg.com
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  • User research is all about insights, which is why I’m such a fan of having strong user researchers in the organization. Mostly the insights they generate are qualitative and therefore not “statistically significant,” but don’t let that bother you — qualitative insights are often profound and can literally change the course of your company.

    The user research community generally breaks down insights into two types. The first is evaluative, which essentially means, what did we learn from testing out this new product idea? Did it work or not, and if not, why not? The second type of insights are generative. This means, did we uncover any new opportunities that we aren’t pursuing, but maybe we should?

    — EMPOWERED: Ordinary People, Extraordinary Products (Silicon Valley Product Group) by Marty Cagan

    Source: Amazon Kindle
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  • Surround your disruptive core product, the thing that got you to the dance, with a whole product that solves the target customer’s problem end to end. That will keep you on the dance floor for a long time to come. The way you design a whole product is to work backward from the target customer’s use case, filling in the blanks as you go along, either with new R&D, an acquisition, a partnership, or an alliance.

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

    Source: Amazon Kindle
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  • Functionality, design, and technology are inherently intertwined. In the old waterfall model, the market drove the functionality (aka the requirements), which drove the design, which drove the implementation. Today, we know that the technology drives (and enables) the functionality as much as the other way around. We know that technology drives (and enables) design. We know that design drives (and enables) functionality.

    You don’t have to look further than your own phone to see numerous examples of both. The point is that all three of these are completely intertwined. This is the single biggest reason we push so hard for the product manager, product designer, and tech lead to sit physically adjacent to each other.

    — INSPIRED: How to Create Tech Products Customers Love (Silicon Valley Product Group) by Marty Cagan

    Source: Amazon Kindle
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