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Let’s be honest. Scaling work isn't the shiniest, sexiest, or most visible thing internally and externally. In most orgs, when you do scaling work you don't get recognized for it in the same way as launching a new feature. This leads individual PMs and PM orgs to a mentality that scaling work isn't real product work. ***The reality is: you don't get recognized for doing scaling work, but when you don't do it, you will get recognized in a very negative way.***
> "*One small way Facebook rewards scaling work is by featuring a ‘Fix of the Week.’ Every week, Mark invites someone to discuss an important fix at the all-hands meeting which gives the company an opportunity to celebrate the critical, necessary work that often goes under-appreciated."* ***-* Ravi Mehta**, **former CPO at Tinder, Product at Facebook, Tripadvisor**
Product Work Beyond Product-Market Fit
Fareed Mosavat & Casey Winters
Our new process: 1. Sit and chat about what we need to build, doing research with Deep Research as we go. 2. Have AI record everything and turn it into a spec. 3. Clean up the spec, adding any design requirements / other nuances. 4. Have Devin code it up. 5. QA, merge, (auto-)deploy to prod.
- [Sahil Lavingia](https://x.com/GeoffreyHuntley/status/1887495898822787189?ref=ghuntley.com) (Founder of Gumroad)
The Future Belongs to Idea Guys Who Can Just Do Things
Geoffrey Huntley
Product thought leader Shreyas Doshi has evolved a powerful model for understanding the three levels across which we need to manage our work:
- The Impact level — How important is this work to the organization as a whole?
- The Execution level — How do we take this from idea to working software in front of our clients?
- The Optics level — How are others within our org perceiving us and our work?
Passages Saved From iOS
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