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Matsui recalled the advice product thought leader John Cutler shared with him when he first arrived at Amplitude: “The systems and processes that create the product are as much the product as the product itself.” Matsui interpreted that to mean, if a process to launch a new product is subpar or if there are leakages in collecting customer feedback, it becomes challenging to build and ship a compelling product that adds value to customers.
Product Operations
Melissa Perri and Denise Tilles
In product development, avoiding these pitfalls requires not only defining the right metrics but also maintaining a willingness to revisit and refine them. Metrics should not be static; they must evolve as the context and the goals change. Moreover, leaders must remain vigilant to ensure that the pursuit of those metrics does not lead to a loss of purpose or values. Sometimes it means slowing down, adding friction, or choosing a less profitable path because it’s the right one.
Unintended Consequences - by Mike Fisher
Unintended Consequences
Mike Fisher
How to frame tradeoffs effectively**1. Repetition doesn’t spoil the prayer**
If company leaders haven’t heard of or don’t care about your existing priorities, it’ll be inherently challenging to preserve them when an urgent request comes along. The more work that your team has done up front to bring leadership into the story of your priorities and strategy prior to this decision point, the less work your team will have to do when new requests come in.
This involves a lot of repetition of your priorities, your projects, and your strategy (in that order). As Eric Schmidt, the former Google CEO, used to say, **“repetition doesn’t spoil the prayer.”**
How to Communicate Tradeoffs So Leaders Will Listen
Tara Seshan
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