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**Interesting connection to AI Training / Research:** The overall approach / objectives of the WBR seem very similar to how Ilya Sutskever described how they approach AI training / research. The focus is less on “new ideas,” and more on understanding the behavior of the system. Here’s the quote: > “Coming up with new ideas is actually just a modest part of the work. Even more important is to understand the results…to understand what’s going on…figuring out the next experiment to run. A lot of the time is spent on that. Understanding what could be wrong, what could have caused the system (neural net) to produce a result which was not expected.” The real driver of progress / execution / performance/ superior results comes *less* from the generation of the new ideas, *more* on the ability to understand WHY the outcomes are happening. To put it another way: the better you understand the system, the better your innovation and performance will be.

The Amazon Weekly Business Review - Commoncog

The Commonplace Community

Product roadmaps can take many forms, and aren’t necessarily a single artifact or document. In fact, it’s really not about creating artifacts at all — it’s about creating a shared understanding of where you’re going and why.

Product Roadmaps Relaunched

C. Todd Lombardo, Bruce McCarthy, Evan Ryan, and Michael Connors

In my experience there are a few parts to the change. First we need to shift the definition of team success from pushing code to production (output) to achieving the team goals (outcomes). The constant drum beat of launching steps, and seeking user/business evidence helps drive the point home. Second, we want team members to have plenty of context: users and their needs, business rationale, competitive situation, and more. The context helps team members understand what makes sense and what doesn’t, and eliminates the need to spoon-feed them with bite-sized, detailed requirements.

Evidence-Guided

Itamar Gilad

...catch up on these, and many more highlights

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