📚 Felicity's Weekly Book Highlights

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A batch of the best highlights from what Felicity's read, .

If the ultimate business goal is revenue, the product team's main metrics can’t be about revenue. This is because the primary function of OKRs is not to qualify for a bigger bonus, a promotion or personal validation. They should be used as a tool unjudgementally to *indicate* whether the team’s work is generating the right outcome for users. It gives clues to whether progress made is resonating with customers. The focus on customer centric metrics eliminates the distraction and worry for the product team. It means they can be laser focussed on building the sharpist product to solve the specific user problems that have been identified by the team to be the most important to solve.

We're Zipping Up Into a New Operational Onesie.

Product Breaks

The primary challenge in business is how to enable a group of people to work together effectively to deliver value to customers. **Value is defined as benefit compared with cost.** Large organizations tend to organize people into functional groups and hand work across in a sort of relay race from customer need to customer satisfaction. The problem with these functional silos is they end up operating not as a single relay team but as entirely separate teams that train independently and may have differing goals. Silos are effective for personnel management but not for cross-organizational flow.

Understanding Work as a Flow

IT Revolution

To determine how to win, an organization must decide what will enable it to create unique value and sustainably deliver that value to customers in a way that is distinct from the firm’s competitors. Michael Porter called it competitive advantage—the specific way a firm utilizes its advantages to create superior value for a consumer or a customer and in turn, superior returns for the firm.

Playing to Win

A. G. Lafley, Roger Martin, A.G. Lafley, Roger L. Martin

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A batch of the best highlights from what Felicity's read, .

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