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The top-down, change-resistant planning we see in the Fire Phone story is all too common. It’s the norm in large organizations. Most often it’s expressed in a document called a feature road map. This is a compelling document. It gives a clear sense of where we are, where we’re headed, and what features we’ll build to get from here to there.
Sense and Respond
Jeff Gothelf, Josh Seiden
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
Instead of just validating our ideas at the end of discovery, we started co-creating with customers from the very beginning.
Continuous Discovery Habits
Teresa Torres
...catch up on these, and many more highlights
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