Sales pitch outline
About a pitch outline that flips the focus to emphasize the world we live in – setting the context – before introducing the offering as a way to succeed in this new reality • Link


Product management must adapt
About how product management should involve as we move from a somewhat static to a fluid way of making products and services; mainly that we need to broaden our view from products to the services they live in • Link


Things to hang on your mental mug tree
About a few different nuggets of information regarding decision making and communication. Presented with clear and interesting examples by Rory Sutherland • Link


Tid er penger (Time is money)
About how we experience our time as shorter as it gets more valuable, how we no longer can afford to take time off. As possibilities grow past our time on the planet, they add to a rush to experience more, faster. And as we earn more, the cost of not working is (experienced) higher. It’s the hedonic treadmill • Link


One Strategy
About the importance of strategic integrity; making sure everyone working on a project is on the same page. Through Steven Sinofsky’s internal blog post to the teams working on Windows 7, Live and IE we learn how he transparently communicates about the planning process, co-creating the execution plan for the vision (framing) document set fourth by the top-level managers. How he helps frame the vision with customer scenarios, and let the teams themselves execute on those, empowering them to do good work.

The blogs are a way for Steven to have a dialogue to the 500+ people working on the project; to explain why they do what they do, making sure people get heard and why they have to say no to people, how to keep focus on quality, how to keep the big picture of delivering an experience to millions of customers in mind. They also touch into why and how to have 1:1’s with members on your team. The texts between the blogs – by Marco Iansiti – is superfluous, making this book a lot thicker than needed. Recommended read for anyone that would like to learn about strategy for a big-scale project • Link


The illusion of measuring what customers want
About the (impossible?) complexity of trying to qualitatively measure what customers want, using Likert surveys as a service feedback mechanism • Link


The why before the why
About parts of the jobs-to-be-done research framework, where you try to figure out the underlying reason someone went looking for a solution (like yours) in a market. By diving into the ‘why’ before why they chose you, you uncover themes to strengthen your offering • Link


Civic Service Design Tools + Tactics
About the process of researching, designing and implementing public service improvements. Lists methods for each stage of a service design project in a nice a clear way • Link




Ways to invest in more resilient teams
About different tactics you can use to foster a solid team, main thread being moving out of comfort zones and doing unconventional things. The different tactics seems sober, but if you’ve worked on a team you know how hard it is to crack out of ‘the usual’. You need to actively work on trying new things to solidify the team and process • Link


Windows Places & LandscapesLink


Product Transparency, and some tips to help increase it
About the importance of process and rationale transparency in product teams. If product management is having a hard time articulate the rationale for product decisions, it’s often the case that there simply is none, or at least not solid rationale, a red flag. There’s normally no reason to keep product roadmap, meeting and decision notes private – and writing it down forces clarity. Good tips on how to make the process more transparent • Link


The Forces of Progress
About the four forces in jobs-to-be-done theory, describing and visualizing what push/pull potential customers towards or away from a new solution. Mostly you see innovators focusing on what pushes and pulls towards a new solution, and neglecting the negative forces. Focusing on reducing anxiety and overcoming habits (push and pull away from a solution) can in some cases be a lot more powerful than emphasizing the push and pull towards a new solution • Link


Questions for your product management job interview
About questions to ask a potential employer in an interview for a product manager role. It’s easy to forget doing due diligence for a potential new job, then discovering red flags a few weeks in. Asking about these upfront in a late stage interview will help you make a more informed decisions as to take on a role in a company or not • Link


Not Even Wrong – Ways to Dismiss Technology
About how we often talk about, dismiss and defend new technology because it’s hard to see the possibilities beyond the application (demo) of a new technology. A better way to gauge new technology is to look for an objective roadmap, example of roadmap given is ‘voice becoming an universal interface’ – and how we today can parse voice into text, but to be able to respond to that text in a seamless way we’ll need general artificial intelligence, which is decades away. In this case, the roadmap seems to be blocked • Link


Digital Service Standard
A digital service standard from Gov.UK that covers all crucial points necessary for a good digital service. All UK public facing transactional services must meet this standard – a great way to align and inform all civil workers what is expected • Link


The full stack design system
About leveraging systems thinking for digital services from ux pattern libraries to also encompass conceptual model and a shared language, and how to use this day-to-day when designing services • Link


People Don’t Buy Capabilities, They Buy Knowledge
About how good services is made up of expert knowledge. This plays into the belief that your team is your strongest competitive advantage, the most clear example is how Instagram is made up of knowledge (making photos look great) from experts via photo filters. Productizing ‘what do experts do’ and making them available to beginners to help them progress is the key • Link


How Badass Are You At Finding and Validating Market Problems
About the top-level activities for product managers. Stressing the point that to ‘find and validate market problems’ is by far the most important one, and with a list of questions to ask yourself to make sure you’re focused on the right things • Link


Great PMs don’t spend their time on solutions
About the importance (and neglect) of spending time prioritizing and defining problems before sketching solutions. Even though those two primary parts of building a service is key – and time invested in those early stages pays off in multiple – it’s still neglected by the majority of product teams, many of who are caught up in an agile build–ship mode, not think–build–ship • Link


Unsplash • Link