This week we take a look at acquisition channels, PM anti-patterns, secondary sources, unlearning and security.
Enabling the Team
The Biggest Threat To Pioneering Firms Are Its Own Leaders by Joost Minnaar
Under Herb Kelleher, Southwest was very operationally oriented. But when he retired investment in operations dropped. Over time the debt piled up.
Human-Centered Culture Design: How to Build Better Organizations by Kursat Ozenc
Organizational shapes, workings, and goals describe the org culture. Any culture initiative should involve these three elements.
Product Direction
Designing Activation In Reverse: Value First, Acquisition Channels Last by Oleg Ya and Ilia Krasinskii
Find the optimal path for guiding the user through the key steps in a way that best demonstrates the product’s benefit and minimizes the time to value.
Three Common PM Role Antipatterns by Itamar Gilad
Getting Project Management wrong can waste a lot of the product management resources and frustrate both the PMs and the people working with them.
Continuous Discovery
What’s the Difference Between OKRs and Outcomes? by Teresa Torres
OKRs are a way of expressing outcomes. Outcomes are the results of actions taken. Both business and product outcomes can be expressed as OKRs.
How to use Secondary Sources to Guide Product Decisions by Lade Tawak
Secondary sources are a cheap and quick way to enable you to get insights into the experience of customers, their pain points, and their needs.
Continuous Design
How Automation And AI Is Changing The Face Of Design Forever by Andy Budd
Automation shifts work from craft skills to assembly-based work. Andy looks at the commercial and technological trends facing the design industry.
The Art Of Unlearning by Suchithra Sathiyamurthy
Unlearning is not about forgetting. It’s about the ability to choose an alternative mental model or paradigm.
Continuous Delivery
How Dashlane Protects Itself Against The 5 Common Security Attack Vectors by Frederic R
No system is 100% secure. Frederic shares the common attack vectors so you can protect yourself and minimize the impact should hackers gain access.
Running Your Engineering Onboarding Program by Will Larson
Most companies say that it takes three to six months for newly hired engineers to fully ramp up. But it often takes even longer than that.
As John gets settled into his new product enablement role at Toast, he will discuss his reassessment of his own principles when it comes to operations, enablement, and generally helping others. Areas of focus for his talk will include how to build:
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- Happy teams, happy customers
- Principles before process
- Partners, not stakeholders: Co-designing change experiments with others
- A force-multiplier: Trust = (Credibility + Reliability + Empathy)/Apparent self-interest
- Safe-to-fail experiments and
- Operationalize
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