RAFFIAPALM

Resources for product teams from industry experts.

team management

  • Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology.

    Good teams get their inspiration and product ideas from their vision and objectives, from observing customers’ struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems.

    Good teams understand who each of their key stakeholders are, they understand the constraints that these stakeholders operate in, and they are committed to inventing solutions that work not just for users and customers, but also work within the constraints of the business.

    Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building.

    Good teams love to have brainstorming discussions with smart thought leaders from across the company.

    Good teams are constantly trying out new ideas to innovate, but doing so in ways that protect the revenue and protect the brand.

    Good teams insist they have the skill sets on their team, such as strong product design, necessary to create winning products.

    Good teams ensure that their engineers have time to try out the prototypes in discovery every day so that they can contribute their thoughts on how to make the product better.

    Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer’s response to their latest ideas.

    Good teams know that many of their favorite ideas won’t end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome.

    Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor.

    Good teams make high‐integrity commitments after they’ve evaluated the request and ensured they have a viable solution that will work for the customer and the business.

    Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data.

    Good teams integrate and release continuously, knowing that a constant stream of smaller releases provides a much more stable solution for their customers.

    Good teams obsess over their reference customers.

    Good teams celebrate when they achieve a significant impact to the business results.

    — INSPIRED: How to Create Tech Products Customers Love by Marty Cagan

    Source: Amazon Kindle
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  • Continuous transformation—an organization’s capability to test and learn from experiments having to do with its own structure and processes, promoting the best-proven techniques company-wide while limiting or discarding the rest—is what will give that organization the ability to thrive in the modern era. It’s my last suggestion as an addition to the toolbox of the entrepreneurial management function.

    Let’s formalize and systematize that approach so that we build up a critical mass of like-minded entrepreneurs who can tackle the full heterogeneous range of challenges we’re likely to face in the twenty-first century and beyond.

    — The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth by Eric Ries

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  • A manager’s output is the output of the organization under his supervision or influence. Put another way, this means that management is a team activity. But no matter how well a team is put together, no matter how well it is directed, the team will perform only as well as the individuals on it. In other words, everything we’ve considered so far is useless unless the members of our team will continually try to offer the best they can do.

    — High Output Management by Andrew S. Grove

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  • Imagine a world in which managers and employees have honest conversations about each other’s goals and time tables; where managers and team members define jobs that match their values and aspirations; and in which even employees who move on to a different employer maintain an ongoing, mutually beneficial relationship with the company. It’s a world—and a culture of employment—that’s already taken shape in Silicon Valley, and we expect its principles will spread to all industries and across the globe. Mutual investment creates massive value for companies and for employees. Even if the effects of the alliance stopped there, it would be a talent framework worth adopting.

    — The Alliance: Managing Talent in the Networked Age by Reid Hoffman, Ben Casnocha, et al.

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  • The discipline of personal mastery starts with clarifying the things that really matter to us, of living our lives in the service of our highest aspirations. Here, I am most interested in the connections between personal learning and organizational learning, in the reciprocal commitments between individual and organization, and in the special spirit of an enterprise made up of learners.

    — The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge

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