AI has made building easier.
But building the right thing is still hard.
Ten articles every week on what is happening across product, research, design and engineering. Curated by Rory Madden to help teams decide what to build.
Explore the editions ↓The archive
Long-lived, empowered teams are expensive. Instead of having a business case that has clear costs and benefits, long-lived teams require companies to place a lot of trust in these teams.
Read edition ↗The first step is to prioritise the value stream to identify which ones need more or less funding. There are three dimensions you can use to prioritise:
Read edition ↗Last week we talked about the challenge of consistency versus autonomy when creating teams. This week I want to delve deeper into the topic of identifying team boundaries.
Read edition ↗I was speaking with Richard Dalton for the Getting to Zero podcast and he highlighted a challenge that he faced managing over 300 teams at Verizon.
Read edition ↗Dependencies slows down product development, reduce autonomy and remove accountability. When you have handovers, if the product or feature fails you can always say “I did my job”.
Read edition ↗We love Dublin. It's an amazing city, rich in culture, history, and incredible people. Dublin has been the home of UXDX since 2016, and it holds countless fantastic memories for us.
Read edition ↗To empower product teams you need to make changes in six areas simultaneously, because they are interconnected:
Read edition ↗Last week we talked about using a product vision to be able to compare different improvement initiatives. But a vision alone is not enough. Given the complex nature of software development, changes in one area can actually slow down the delivery of software as a whole. This is wh
Read edition ↗There are always lots of things that can be fixed. How do you prioritise among completely separate but equally interesting sounding options?
Read edition ↗In last week's poll, we asked how you address issues that are outside of the team's direct control and pitching either leadership or your peers on the improvements were the two most common answers.
Read edition ↗One of our links this week is about how PM's don't have the ability to shift from outputs to outcomes without C-level support.
Read edition ↗When we were looking into ways of working at UXDX we started with the data: 90% of features fail to deliver the expected benefit. This led to our first principle: We don’t know what customers want. Teams need end-to-end ownership from idea to satisfied customers to be able to ite
Read edition ↗The cycle of people criticising agile methodologies and then others jumping in to say "You're doing it wrong" is so predictable.
Read edition ↗