Join 📚 Felicity's Weekly Book Highlights
A batch of the best highlights from what Felicity's read, .
For the most part, metrics are reviewed daily by their owners and weekly in the WBR, so that expected fluctuations become familiar and exceptions stand out.
Working Backwards
Colin Bryar and Bill Carr
The top-down, change-resistant planning we see in the Fire Phone story is all too common. It’s the norm in large organizations. Most often it’s expressed in a document called a feature road map. This is a compelling document. It gives a clear sense of where we are, where we’re headed, and what features we’ll build to get from here to there.
Sense and Respond
Jeff Gothelf, Josh Seiden
Next, agree upon metrics of success. Eric Ries is great at this, so read his books The Lean Startup and The Startup Way to learn his in-depth methods for what he calls “Innovation Accounting.” But in short, the small team needs a set of metrics to define what a successful experimental outcome looks like. Note, these aren’t long-term business metrics; these are short-term experimental outcomes. Eric calls it validating your blind-faith assumptions.
Ask Your Developer
Jeff Lawson
...catch up on these, and many more highlights
Readwise