RAFFIAPALM

Resources for product teams from industry experts.

Do you cling to the idea that you the leader are the one who sets the vision and drives your people to pursue new and useful solutions? Or do you see yourself as someone who creates a place that elicits people’s slices of genius and turns them into collective genius?

— Collective Genius: The Art and Practice of Leading Innovation by Linda A. Hill, Greg Brandeau, et al.

Source: Amazon Kindle

Related Stories and Excerpts:

  1. I bet you’ve heard the saying “You can’t see the forest for the trees.” This saying stays true in the so-called “forest thinking” as well. When we analyze the intensive boundaries of a problem, considering every single aspect—or tree—of it, we can lose our focus on what matters. Instead of trying to narrow down if a particular dishwasher stopped working on Sunday afternoon, it’s more useful to see how often the dishwasher breaks down in general, how big the load is when it breaks down compared to the load when it works well, and so on. Forest thinking shows […]
  2. The Entertainer: Sometimes product-makers just want to have fun. If creators of a potentially addictive technology make something that they use but can’t in good conscience claim improves users’ lives, they’re making entertainment. Entertainment is an art and is important for its own sake. Art provides joy, helps us see the world differently, and connects us with the human condition. — Hooked: How to Build Habit-Forming Products by Nir Eyal Source: Amazon Kindle […]
  3. Iterate Live long and prosper, said Sojuku as he stepped out of the meeting room. Peace and long life, I replied. Sojuku is a big fan of Star Trek. I could care less about Star Trek, but anything to make the man smile and continue feeling good about the work he puts in to enable our customers to share data about their lives and commerce. “Another shot of whiskey before you hit the streets?” “Yeah, why not!” I like the view from here. Our office overlooks the ocean, and we were fortunate to get a beautiful view of it right […]
  4. As companies tend to innovate faster than their customers’ needs evolve, most organizations eventually end up producing products or services that are actually too sophisticated, too expensive, and too complicated for many customers in their market. Companies pursue these ‘sustaining innovations’ at the higher tiers of their markets because this is what has historically helped them succeed: by charging the highest prices to their most demanding and sophisticated customers at the top of the market, companies will achieve the greatest profitability.” Among them are new technologies and platforms. — The Startup Way: How Modern Companies Use Entrepreneurial Management to […]
  5. Change for the better is not just possible, but absolutely necessary. A good leader cannot sit and watch things carry on as usual without sorting out how transformation can occur. In all of my years in this industry, across companies large and small, I have never seen a team that doesn’t need to change and evolve over time. — Engineering Management for the Rest of Us by Sarah Drasner Source: Amazon Kindle […]

In:

Topics: , , , ,