📚 Felicity's Weekly Book Highlights

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Outcome-driven leaders define success based on outcomes, but they don’t stop there. They also treat organizations like products—something they can design, test, and improve. Steve Jobs was the ultimate example of a leader who managed the company as a product. When asked about which product he was most proud of, he replied: > You know, making a product is hard, but making a team that can continually make products is even harder. The product I’m most proud of is Apple and the team I built at Apple. Outcome-driven leaders treat each element of the organization as a “product feature” that exists to help the organization succeed. These “organizational features” include things like processes, metrics, rituals, reports, structure, data, tools, skills, and behaviors.

Treat Your Company as a Product

Felipe Castro

Without supporting structures, systems, and measures, strategy remains a wish list, a set of goals that may or may not ever be achieved. To truly win in the marketplace, a company needs a robust process for creating, reviewing, and communicating about strategy; it needs structures to support its core capabilities; and it needs specific measures to ensure that the strategy is working.

Playing to Win

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

“Work backwards from the narrative.” That's the key to not shipping the org chart. Here's Sanchan (ex-head of product at Airbnb) on how narrative-led product development works: 1. Create a narrative of what you want the customer to experience and feel 2. Challenge each team to work together to deliver the narrative 3. Deliver all features that bring the narrative to life at once This way, teams are encouraged to work together to create a compelling customer journey instead of building in their own silos.

Note by Peter Yang on Substack

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