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Yet often, we plan our features and manage our business cycles as if we know exactly what’s going to work. We manage by specifying outputs—what we’ll make. Instead, we need to focus on outcomes: management needs to declare the business outcomes they wish to achieve and then set up their teams to figure out how to get there.
Sense and Respond
Jeff Gothelf, Josh Seiden
This could be a mid-level product manager who really loves creating efficiencies and optimizing processes. They get excited about making the experience better for internal employees, which in turn makes better products for customers. A chief of staff who understands product development could also be a potential fit. Ideally, your process person has coached or mentored more junior team members, contributing to the establishment of best practices and rituals, and loves continuous improvement. Most of all, this type of operations person has a high emotional intelligence. They know how to navigate a changing business landscape and use influence to align various teams across a highly-matrixed organization. They’re also a resource to help coach team members in agile and lean methodologies, as they relate to product management. “Product Operations Manager” or “Product Operations Manager—Process” is an apt title for the job description.
Product Operations
Melissa Perri and Denise Tilles
This is a very widespread confusion. When our industry refers to a “tech company,” the term is not referring to what the company sells, it is referring to how the company believes it should power its business. ... The difference is not what these companies sell; it's how they design and build what they sell, and how they run their business.
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