Tech Inspirational Quotes

If you are on social media, and you are not learning, not laughing, not being inspired or not networking, then you are using it wrong.

We need teams of missionaries, not teams of mercenaries.

Tweet others the way you want to be tweeted.

It's easier for a rich man to ride that camel through the eye of a needle directly into the Kingdom of Heaven, than for some of us to give up our cell phone.

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

If you are in a position where you can reach people, then use your platform to stand up for a cause. HINT: social media is a platform.

Just because you have baggage doesn't mean you have to lug it around.

Further, your industry is constantly moving, and we must create products for where the market will be tomorrow, not where it was yesterday.

A full-out rebellion would take a major amount of luck and coordination. The Tech Nos and Domotor looked at me, waiting. No one else would be able to organize both sides. I drew in a deep breath. We had the technology, the intelligence and the people—put enough sheep together and you have a herd, a force to be reckoned with. We needed a leader.

I can't believe that we have reached the end of everything. The red dust is frightening. The carbon dioxide is real. Water is expensive. Bio-tech has created as many problems as it has fixed, but we're here, we're alive, we're the human race, we have survived wars and terrorism and scarcity and global famine, and we have made it back from the brink, not once but many times. History is not a suicide note - it's a record of our survival.

Don't bore the universe.

Fall in love with the problem, not with the solution.

The little secret in product is that engineers are typically the best single source of innovation; yet, they are not even invited to the party in this process.

There are worse things than dying." "Really?" said Meg. "Of course," said the tech. "Living badly.

The nation once idolized astronauts and civil rights leaders who inspired hope and empathy. Now it worships tech innovators who generate billions and move financial markets. We get the heroes we deserve.

I’m not standard; I’m deviant. But I’m not alone. I’m a complete freak of nature, and I emerged from a set of circumstances that are improbable on an astronomic scale. The same is probably true for you too.

No matter what your title or level may be, if you aspire to be great, don't be afraid to lead.

What you're really seeing is Agile for delivery, but the rest of the organization and context is anything but Agile.

Finally, it's all about solving problems, not implementing features. Conventional product roadmaps are all about output. Strong teams know it's not only about implementing a solution. They must ensure that solution solves the underlying problem. It's about business results.

Rather than being measured on the output of their design work, the product designer is measured on the success of the product.

product managers are constantly asking developers to look at the code to tell them how the system really works, then you're probably missing a principal product manager.

Historically, in the vast majority of innovations in our industry, the customers had no idea that what they now love was even a possibility.

I was just a kid growing up in Jamaica with dreams, and I want people to know that it’s possible to dream bigger and accomplish those dreams.

That is, there are two essential high‐level activities in all product teams. We need to discover the product to be built, and we need to deliver that product to market.

The difference between Amazon, Netflix, Google, Facebook, and the legions of large but slowly dying companies is usually exactly that: product leadership.

one of the most critical lessons in product is knowing what we can't know,

If you are not embarrassed or ashamed of your first version then you are shipping too late’.

In the model I'm describing, it is management's responsibility to provide each product team with the specific business objectives they need to tackle. The difference is that they are now prioritizing business results, rather than product ideas. And, yes, it is more than a little ironic that we sometimes need to convince management to focus on business results.

The first truth is that at least half of our ideas are just not going to work. There are many reasons for an idea to not work out. The most common is that customers just aren't as excited about this idea as we are.

Where the product vision describes the future you want to create, and the product strategy describes your path to achieving that vision, the product principles speak to the nature of the products you want to create.

To summarize, these are the four critical contributions you need to bring to your team: deep knowledge (1) of your customer, (2) of the data, (3) of your business and its stakeholders, and (4) of your market and industry.

Why would I what?” Will asked, wanting another bite of his burger. “Why would you risk your job teaching some stupid fantasy book?” “Because alternative universe literature promotes critical thinking, imagination, empathy, and creative problem solving. Children who are fluent in fiction are more able to interpret nonfiction and are better at understanding things like basic cause and effect, sociology, politics, and the impact of historical events on current events. Many of our technological advances were imagined by science fiction writers before the tech became available to create them, and many of today’s inventors were inspired by science fiction and fantasy to make a world more like the world in the story. Many of today’s political conundrums were anticipated by science fiction writers like Orwell, Huxley, and Heinlein, and sci-fi and fantasy tackle ethical problems in a way that allows people to analyze the problem with some emotional remove, which is important because the high emotions are often what lead to violence. Works like Harry Potter tackle the idea of abuse of power and—” Will stopped himself and swallowed. Everybody at the table, including Kenny, was staring at him in openmouthed surprise. “Anyway,” he said before taking a monster bite of his cooling hamburger on a sudden attack of nerves, “iss goomfer umf.” “It’s good for us,” Kenny translated, sounding a little stunned

We say if you're just using your engineers to code, you're only getting about half their value. The little secret in product is that engineers are typically the best single source of innovation; yet, they are not even invited to the party in this process.

The purpose of product discovery is to address these critical risks: Will the customer buy this, or choose to use it? (Value risk) Can the user figure out how to use it? (Usability risk) Can we build it? (Feasibility risk) Does this solution work for our business? (Business viability risk)

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. Bad teams gather requirements from sales and customers.

The racial oppression that inspired the first generations of the civil rights movement was played out in lynchings, night raids, antiblack pogroms, and physical intimidation at the ballot box. In a typical battle of today, it may consist of African American drivers being pulled over more often on the highways. (When Clarence Thomas described his successful but contentious 1991 Supreme Court confirmation hearing as a “high-tech lynching,” it was the epitome of tastelessness but also a sign of how far we have come.) The oppression of women used to include laws that allowed husbands to rape, beat, and confine their wives; today it is applied to elite universities whose engineering departments do not have a fifty-fifty ratio of male and female professors. The battle for gay rights has progressed from repealing laws that execute, mutilate, or imprison homosexual men to repealing laws that define marriage as a contract between a man and a woman. None of this means we should be satisfied with the status quo or disparage the efforts to combat remaining discrimination and mistreatment. It’s just to remind us that the first goal of any rights movement is to protect its beneficiaries from being assaulted or killed. These victories, even if partial, are moments we should acknowledge, savor, and seek to understand.

Where a lot of novice product people go sideways is when they create a high‐fidelity user prototype and they put it in front of 10 or 15 people who all say how much they love it. They think they've validated their product, but unfortunately, that's not how it works. People say all kinds of things and then go do something different.

If the first time your developers see an idea is at sprint planning, you have failed. We need to ensure the feasibility before we decide to build, not after. Not only does this end up saving a lot of wasted time, but it turns out that getting the engineer's perspective earlier also tends to improve the solution itself, and it's critical for shared learning.

Advances in technology can be empowering, progressive and enriching. History has shown this across civilisations and societies. But it has also shown, and the present and future will continue to show, that it is foolish, risky, flawed and folly without us raising our individual and collective consciousness and mindfulness to accompany it - to ensure we use it shrewdly, kindly and wisely.

a quote from John Doerr, the famous Silicon Valley venture capitalist: “We need teams of missionaries, not teams of mercenaries.” Mercenaries build whatever they're told to build. Missionaries are true believers in the vision and are committed to solving problems for their customers. In a dedicated product team, the team acts and feels a lot like a startup within the larger company, and that's very much the intention.

A bilo je to itekako dražesno, smatrala je Mary. Nekako je humanije, promatrati različite rukopise, različite tinte, različite načine na koje bi netko nekad nešto krivo napisao. Bio je to vizualni ekvivalent razgovora, svatko bi u zapisu ostavio nešto sebi svojstveno, unikatno - za razliku od unosa uvijek istih, provjerenih natipkanih riječi. Međutim, to je donekle otežavalo traženje neke određene bilješke ili napomene. S druge strane, iščitavanje svega od početka moglo bi vam pomoći da primijetite nešto što vam je možda ranije promaknulo.

Despite being a nonprofit, we have been able to build a team that rivals those of the most resource-rich tech companies. Hundreds of incredibly talented people have committed a major part of their careers to be part of the Khan Academy team, often taking considerable pay cuts to do so. Thousands of volunteers all over the world have now translated Khan Academy into over fifty languages. Inspirational leaders like Bill Gates, Reed Hastings, and Elon Musk have become some of our biggest supporters and advocates. This journey seems so serendipitous that it has become something of an inside joke among the Khan Academy team that perhaps benevolent aliens are helping us so that, through education, we can prepare humanity for first contact.

The Objectives and Key Results (OKR) technique is a tool for management, focus, and alignment. As with any tool, there are many ways to use it. Here are the critical points for you to keep in mind when using the tool for product teams in product organizations. Objectives should be qualitative; key results need to be quantitative/measurable. Key results should be a measure of business results, not output or tasks. The rest of the company will use OKRs a bit differently, but for the product management, design, and technology organization, focus on the organization's objectives and the objectives for each product team, which are designed to roll up and achieve the organization's objectives. Don't let personal objectives or functional team objectives dilute or confuse the focus.

The unfortunate truth is that right now men's voices dominate and we see the results. Popular products from the tech boom - including violent and sexist video games that a generation of children has become addicted to - are designed with little to no input from women. Apple's first version of its highly touted health application could track your blood-alcohol level but not menstruation. Everything from plus-sized smart phones to artificial hearts have been build at a size better suited to male anatomy. As of late 2016, if you told one of the virtual assistants like Siri, S Voice, and Google Now, 'I'm having a heart attack,' you'd immediately get valuable information about what to do next. If you were to say, 'I'm being raped,' or 'I'm being abused by my husband,' the attractive (usually) female voice would say, 'I don't understand what this is.

I did think about what the endgame could look like. I saw myself pursuing success as a nontechnical woman in tech: becoming a middle manager, then an executive, then a consultant or coach who spoke at conferences, to inspire more women. I could see myself onstage, forcing a smile and holding a clicker, feeling my curls go limp in real time. I could see myself writing blog posts on my own personal buisness philosophy: How to Squander Opportunity, How Not to Negotiate. How to Cry in Front of Your Boss. I would work twice as hard as my male counterparts to be taken half as seriously. I would devote my time and energy to a corporation, and hope that it was reciprocal. I would make decisions based on the market that were rewarded by the market, and feel important, because I would feel right. I liked feeling right; I loved feeling right. Unfortunately, I also wanted to feel good. I wanted to find a way, while I could, to engage with my own life.

The objectives do not need to cover every little thing the team does, but they should cover what the team needs to accomplish.

The journalist Dan Lyons joined a tech start-up after being downsized from Newsweek in 2012, and the experience inspired him to write a book about how Bay Area norms have infected the American workplace, Lab Rats: How Silicon Valley Made Work Miserable for the Rest of Us. Nominally egalitarian but oppressive in practice, the start-up spirit insists that everyone be super psyched about their jobs all the time. No one is actually loyal to the organziation in the sense of intending to work there for longer than five years, but what employees lack in commitment, they must make up for in enthusiasm. This mandatory passion is made worse by the smartphone. No one is every off duty anymore. The BlackBerry’s original tagline was “Always On. Always Connected.” Bizarrely, this made people want to buy it.

All other things being equal, a co‐located team is going to substantially outperform a dispersed team. That's just the way it is.

Moreover, as an organization scales, OKRs become an increasingly necessary tool for ensuring that each product team understands how they are contributing to the greater whole, coordinating work across teams, and avoiding duplicate work.

But one of the most important lessons in our industry is to fall in love with the problem, not the solution.

Please believe me when I say that there are few things more powerful to a product organization than reference customers. It is the single best sales tool you can provide to your sales and marketing organization, and it completely changes the dynamics between the product organization and the rest of the company.

unless I knew the product would be something that users and customers wanted.

Our work is important but rarely is it the most important thing in our lives. Companies usually survive just fine without your putting in those extra twenty hours when you could be eating dinner with your family, sleeping, or going for a run. By hiring employees with different lives and different work styles, tech companies could engender new perspectives and creativity. And they would give employees the ability to have a longer-term perspective, not just for their own lives, but for whatever product they're rolling out.

after years of continuously working in front of screens. Although he used his phone to capture precious moments with his children, stay connected with family, and engage with social media, he couldn't shake the feeling that screens had become an outsized part of his parenting. "One of the biggest mistakes I made during the pandemic was buying an iPad," he admitted. "It became a crutch when I didn't feel like being present or when one of my younger ones became difficult to handle. I kept using the screen as a pacifier, rather than introducing proper ways to deal with boredom and their high energy levels." Growing up, Jason had fond memories of playing catch with his dad, creating scrap albums, and watching photos develop in his father's darkroom studio. "It taught me patience, curiosity, and precision,” he recalled. "It helped me become very careful when writing code and trying to get it right the first time." Inspired by these cherished memories, Jason resolved to reintroduce more analog activities into his family's daily life. He purchased a film camera, set up a darkroom in their home, and acquired puzzles for his younger children. Over the next two years, Jason noticed a significant improvement in his connection with his children as they bonded over these analog pastimes. As his children prepared for high school, he felt ready

usually someone behind the scenes, working tirelessly—who led the product team to combine technology and design to solve real customer problems in a way that met the needs of the business.

Finally, while we're busy doing this process and wasting our time and money, the biggest loss of all usually turns out to be the opportunity cost of what the organization could have and should have been doing instead. We can't get that time or money back.

A product team is a group of people who bring together different specialized skills and responsibilities and feel real ownership for a product or at least a substantial piece of a larger product.

When a product succeeds, it's because everyone on the team did what they needed to do. But when a product fails, it's the product manager's fault.

It's also important for tech product managers to have a broad understanding of the types of analytics that are important to your product. Many have too narrow of a view. Here is the core set for most tech products: User behavior analytics (click paths, engagement) Business analytics (active users, conversion rate, lifetime value, retention) Financial analytics (ASP, billings, time to close) Performance (load time, uptime) Operational costs (storage, hosting) Go‐to‐market costs (acquisition costs, cost of sales, programs) Sentiment (NPS, customer satisfaction, surveys)

Realize that any product vision is a leap of faith. If you could truly validate a vision, then your vision probably isn't ambitious enough. It will take several years to know. So, make sure what you're working on is meaningful, and recruit people to the product teams who also feel passionate about this problem and then be willing to work for several years to realize the vision.

Every product begins with the people on the cross‐functional product team. How you define the roles, and the people you select to staff the team, will very likely prove to be a determining factor in its success or failure.

group

We need teams of missionaries, not teams of mercenaries.” Mercenaries build whatever they're told to build. Missionaries are true believers in the vision and are committed to solving problems for their customers.

They are empowered to figure out the best way to meet those objectives, and they are accountable for the results.

will tell you there's never a perfect way to carve up the pie. Realize that, when you optimize for one thing, it comes at the expense of something else. So, decide what's most important to you and go with that.

There are essentially three ways for a product manager to work, and I argue only one of them leads to success: The product manager can escalate every issue and decision up to the CEO. In this model, the product manager is really a backlog administrator. Lots of CEOs tell me this is the model they find themselves in, and it's not scaling. If you think the product manager job is what's described in a Certified Scrum Product Owner class, you almost certainly fall into this category. The product manager can call a meeting with all the stakeholders in the room and then let them fight it out. This is design by committee, and it rarely yields anything beyond mediocrity. In this model, very common in large companies, the product manager is really a roadmap administrator. The product manager can do his or her job. The honest truth is that the product manager needs to be among the strongest talent in the company. My intention in this book is to convince you of this third way of working. It will take me the entire book to describe how the strong product manager does his or her job, but let me just say for now that this is a very demanding job and requires a strong set of skills and strengths.

Every business depends on customers. And what customers buy—or choose to use—is your product. The product is the result of what the product team builds, and the product manager is responsible for what the product team will build.

The successful product manager must be the very best versions of smart, creative, and persistent.

By persistent, I mean pushing companies way beyond their comfort zone with compelling evidence, constant communication, and building bridges across functions in the face of stubborn resistance.

preparation for this role. Start by becoming an expert in your users and customers. Share very openly what you learn, both the good and the bad. Become your team's and your company's go‐to person for understanding anything about your customer—quantitative and qualitative. Work to establish a strong relationship with your key stakeholders and business partners. Convince them of two things: (1) You understand the constraints they operate under. (2) You will only bring to them solutions that you believe will work within those constraints. Become an undisputed expert on your product and your industry. Again, share your knowledge openly and generously. Finally, work very hard to build and nurture the strong collaborative relationship with your product team. I'm

If, for example, your company provides a two‐sided marketplace with buyers on one side and sellers on the other, there are real advantages to having some teams focus on buyers and others focus on sellers. Each product team can go very deep with their type of customers rather than have them try to learn about all types of customers.

the morale of the engineers is very much a function of you as the product manager.

the tech lead also has an explicit responsibility to help the product manager and product designer discover a strong solution.

developing great people requires a different set of skills than developing great products, which is why many otherwise excellent product managers and designers never progress to leading organizations.

Good product organizations have a strong team, a solid vision, and consistent execution. A great product organization adds the dimension of a strong product culture.

It’s hard not to be inspired and hopeful listening to these young women’s dreams. The girls are already knowledgeable about some of the headwinds that they will face when they open the door to Brotopia. I didn’t feel comfortable telling them about the others. They’ll find out soon enough. What they made clearer than ever was this: The next generation is coming. They expect to have rewarding careers in tech, and they dream of making a dent in the universe, just as the early founders did. When they open the door, let’s welcome them. And change the Valley—and the world—for them and for all.

Because Wolf, with her Black Mirror–inspired stories about vaccine apps that can “turn off your life,” not only validates those latent tech fears but also, along with her new partner Steve Bannon, has something progressives lack: a plan for what to do about it, or at least a facsimile of one. The plan is to push “Five Freedoms” and “no mask” laws wherever you live. The plan is to barge into your local school board meeting, accuse its members of being Nazis, and get elected to take their place. The plan is to stick it to Big Tech by subscribing to new right-wing platforms and “stay ahead of the censors,” as Bannon’s tagline declares. The plan is to get you to send them money, to join their wars.

The first truth is that at least half of our ideas are just not going to work. There are many reasons for an idea to not work out. The most common is that customers just aren't as excited about this idea as we are. So, they choose not to use it. Sometimes they want to use it and they try it out, but the product is so complicated that it's simply more trouble than it's worth, so users again choose not to use it. Sometimes the issue is that customers would love it, but it turns out to be much more involved to build than we thought, and we decide we simply can't afford the time and money required to deliver it. So, I promise you that at least half the ideas on your roadmap are not going to deliver what you hope. (By the way, the really good teams assume that at least three quarters of the ideas won't perform like they hope.)

it's important that a product team has responsibility for all the work—all the projects, features, bug fixes, performance work, optimizations, and content changes—everything and anything for their product.

The bottom line is that we try hard to keep teams together and fairly stable.

An even bigger issue is what comes next, which is when companies get really excited about their product roadmaps. I've seen countless roadmaps over the years, and the vast majority of them are essentially prioritized lists of features and projects. Marketing needs this feature for a campaign. Sales needs this feature for a new customer. Someone wants a PayPal integration. You get the idea.

Good product designers think about the customer's journey over time as they interact with the product and with the company as a whole. Depending on the product, the list of touch points could be very long, considering questions as: How will customers first learn about the product? How will we onboard a first‐time user and (perhaps gradually) reveal new functionality? How might users interact at different times during their day? What other things are competing for the user's attention? How might things be different for a one‐month‐old customer versus a one‐year‐old customer? How will we motivate a user to a higher level of commitment to the product? How will we create moments of gratification? How will a user share his experience with others? How will customers receive an offline service? What is the perceived responsiveness of the product?

Risks are tackled up front, rather than at the end. In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.).

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I'm in love with the fact that declan Conner's book "The Alternate Girlfriend" brings out so many positive messages and themes that strike me as real. First and foremost, the character of Douglas Carter is so inspiring. Despite his condition, autism and all it comes with, Doug shows caring intelligence and perseverance. I learned how everybody has unique strengths, along with those being the exact ingredients in helping us face life challenges. I could also see through the events that go on with the AI, Donna, how it brings up important questions about the responsibilities of creators of new, high-tech. I found myself reflecting on how these themes apply in our real world with its rapidly advancing technology. That is one of the thought-provoking aspects, and I think future readers are going to rigorously reflect on the implications of their work and innovations. It's a compelling read, joining a gripping plot with deep reverberations around technology, ethics, and personal resilience. The characters are very well crafted, real, relatable, and seem to be there even after finishing a read. This was wonderful to read.

life is too short for bad products.

Traditional diagnostic results are the foundation for AI diagnostic systems. AI diagnostics is a fast-growing sector because there is a lot of enthusiasm about potentially using AI in the future. Sometimes this takes the form of claiming to make diagnosis more accurate. Sometimes people are open about their goal of replacing doctors and medical personnel, usually as a cost-cutting measure. The way you figure out what is going on in state-of-the-art computational science is by looking at open-source science. All of the people developing proprietary AI methods look at what’s happening in open science, and most use it for inspiration. Microsoft’s GitHub, the most popular code-sharing website, hosts most of the available code.

We must validate our ideas on real users and customers. One of the most common traps in product is to believe that we can anticipate our customer's actual response to our products. We might be basing that on actual customer research or on our own experiences, but in any case, we know today that we must validate our actual ideas on real users and customers. We need to do this before we spend the time and expense to build an actual product, and not after.

The goal is that over time, the organization moves its focus from specific features launching on specific dates to business results.

It is also important culturally that the product organization be transparent and generous in what they learn and how they work. It helps the broader organization to understand that the product organization is not there “to serve the business” but, rather, to solve problems for our customers in ways that work for our business.

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. Bad teams gather requirements from stakeholders.

Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building. Bad teams hold meetings to generate prioritized roadmaps. Good teams love to have brainstorming discussions with smart thought leaders from across the company. Bad teams get offended when someone outside their team dares to suggest they do something. 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. Bad teams sit in their respective silos, and ask that others make requests for their services in the form of documents and scheduling meetings. Good teams are constantly trying out new ideas to innovate, but doing so in ways that protect the revenue and protect the brand. Bad teams are still waiting for permission to run a test. Good teams insist they have the skill sets on their team, such as strong product design, necessary to create winning products. Bad teams don't even know what product designers are. 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

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. Bad teams think they are the customer. 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. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. 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. Bad teams complain they are slow because their colleagues are not working hard enough. 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. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.

Customer‐centric culture. As Jeff Bezos, the CEO of Amazon says, “Customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great. Even when they don't yet know it, customers want something better, and your desire to delight customers will drive you to invent on their behalf.

When we talk about validating feasibility, the engineers are really trying to answer several related questions: Do we know how to build this? Do we have the skills on the team to build this? Do we have enough time to build this? Do we need any architectural changes to build this? Do we have on hand all the components we need to build this? Do we understand the dependencies involved in building this? Will the performance be acceptable? Will it scale to the levels we need? Do we have the infrastructure necessary to test and run this? Can we afford the cost to provision this?

We think of four types of questions we're trying to answer during discovery: Will the user or customer choose to use or buy this? (Value) Can the user figure out how to use this? (Usability) Can we build this? (Feasibility) Is this solution viable for our business? (Business viability)

Before you jump in, we want to take the opportunity to learn how they think about this problem today. If you remember the key questions from the Customer Interview Technique, we want to learn whether the user or customer really has the problems we think they have, and how they solve those problems today, and what it would take for them to switch.

Testing Demand Sometimes it's unclear if there's demand for what we want to build. In other words, if we could come up with an amazing solution to this problem, do customers even care about this problem? Enough to buy a new product and switch to it? This concept of demand testing applies to entire products, down to a specific feature on an existing product. We can't just assume there's demand, although often the demand is well established because most of the time our products are entering an existing market with demonstrated and measurable demand. The real challenge in that situation is whether we can come up with a demonstrably better solution in terms of value than the alternatives.

The problem I just described can happen at the product level, such as an all‐new product from a startup, or at the feature level. The feature example is depressingly common. Every day, new features get deployed that don't get used. And, this case is even easier to prevent.

One of the biggest possible wastes of time and effort, and the reason for countless failed startups, is when a team designs and builds a product, yet, when they finally release the product, they find that people won't buy it.

I believe the major risk facing most efforts is value risk. On a startup canvas, this shows up under solution risk—discovering a compelling solution to customers. A solution that your customers will choose to buy and use.

Weak teams just plod through the roadmap they've been assigned, month after month. And, when something doesn't work—which is often—first they blame it on the stakeholder that requested/demanded the feature and then they try to schedule another iteration on the roadmap, or they suggest a redesign or a different set of features that this time they hope will solve the problem.

Learn how to give a great demo. This is an especially important skill to use with customers and key execs. We're not trying to teach them how to operate the product, and we're not trying to do a user test on them. We're trying to show them the value of what we're building. A demo is not training, and it's not a test. It's a persuasive tool. Get really, really good at it.

The product vision describes where we as an organization are trying to go, and the product strategy describes the major milestones to get there.

The critical context is comprised of two things: The overall product vision The specific business objectives assigned to each team We will discuss both of these key topics in the coming chapters. Problems arise if the leadership does not provide clarity on these two critical pieces of context. If they don't, there's a vacuum, and that leads to real ambiguity over what a team can decide and what they can't.

This role is often called a player‐coach role because of this dynamic of leading your own team, in addition to being responsible for coaching and developing one to three other PMs.

This is the organization responsible for architecture, engineering, quality, site operations, site security, release management, and usually delivery management. This group is responsible for building and running the company's products and services.

Make sure that members of the senior engineering staff are participating actively and contributing significantly throughout product discovery.

good teams are asked to deliver business results.

Affirmative action and equal opportunity was never and is not intended to let people with fewer skills and less experience triumph over those with more. It was intended to aid a decision between two people who have the same set of skills.

She's always scorned his squeamishness, citing the replacement of his vagina with a dick. Joon thinks that's invasion of a far more nail-biting nature. She has no idea. It was fucking heaven. He'd do it again a million times over. And it's one hell of a long way from chopping open your head for the sake of more tech.

I discovered that there was a tremendous difference between how the best companies produced products and how most companies produced them.

Immersive tech like virtual reality inspires such rich emotions that it’s ripe for abuse. It’s still in its infancy, though, so it’s too soon to know whether it will be used responsibly.

It normally takes about two to three months of dedicated work for a new product manager to get up to speed. This assumes you have a manager who can give you the help and access you need to gain this expertise, including lots of access to customers, access to data (and when necessary, training in the tools to access that data), access to key stakeholders, and time to learn your product and industry inside and out.

the product vision should be inspiring, and the product strategy should be focused.

The MVP should be a prototype, not a product.

Good teams have a compelling​ product vision that they pursue with a missionary‐like passion. Bad teams are mercenaries.

While almost everyone today claims to be Agile, what I've just described is very much a waterfall process.

There are essentially three ways for a product manager to work, and I argue only one of them leads to success:

As you'll soon see, coming up with winning products is never easy. We need a product that our customers love, yet also works for our business. However, a very large component of what is meant by works for our business is that there is a real market there (large enough to sustain a business), we can successfully differentiate from the many competitors out there, we can cost‐effectively acquire and engage new customers, and we have the go‐to‐market channels and capabilities required to get our product into the hands of our customers.

Many teams get into a lot of grief with the concept of a minimum viable product (MVP) because on the one hand we are very motivated to get this out in front of customers fast to get feedback and learn. And, on the other hand, when we do get out there fast, people feel like this so‐called product is an embarrassment to the brand and the company. How could we possibly consider launching this?

In this talk, I tell the story of how, when I was first a manager at New York Tech, I didn’t feel like a manager at all. And while I liked the idea of being in charge, I went to work every day feeling like something of a fraud. Even in the early years of Pixar, when I was the president, that feeling didn’t go away. I knew many presidents of other companies and had a good idea of their personality characteristics. They were aggressive and extremely confident. Knowing that I didn’t share many of those traits, again I felt like a fraud. In truth, I was afraid of failure. Not until about eight or nine years ago, I tell them, did the imposter feeling finally go away. I have several things to thank for that evolution: my experience of both weathering our failures and watching our films succeed; my decisions, post–Toy Story, to recommit myself to Pixar and its culture; and my enjoyment of my maturing relationship with Steve and John. Then, after fessing up, I ask the group, “How many of you feel like a fraud?” And without fail, every hand in the room shoots up. As managers, we all start off with a certain amount of trepidation. When we are new to the position, we imagine what the job is in order to get our arms around it, then we compare ourselves against our made-up model. But the job is never what we think it is. The trick is to forget our models about what we “should” be. A better measure of our success is to look at the people on our team and see how they are working together. Can they rally to solve key problems? If the answer is yes, you are managing well.

The purpose of product discovery is to quickly separate the good ideas from the bad. The output of product discovery is a validated product backlog. Specifically, this means getting answers to four critical questions: Will the user buy this (or choose to use it)? Can the user figure out how to use this? Can our engineers build this? Can our stakeholders support this?

Use Google Sheets as a Multilingual Chat Translator Communicating with someone who speaks and writes in another language isn't the easiest task, but this Google Sheet incorporates Google Translate so you can have a real-time chat conversation with anybody in the world. Over at the tech blog Digital Inspiration, Amit Agarwal created a Google Sheet that's powered by Google Scripts, and translates all language pairs that are supported by Google Translate in real-time. This means that once you save a copy of the Google Sheet to your own Google Drive, you can share it with anyone who writes in another language and have a real-time chat within the document. Just enter your contact's name along with yours in the cells provided, select each participants native language from a drop-down menu, and start typing in the colored fields. It may not be a 100% perfect translation, but it's a great way to communicate quickly with someone in another part of the world. For instructions on downloading the Google Sheet and how to operate it, check out the link below. Use Google Sheets for Multilingual Chat with Spears of Different Languages | Digital Inspiration

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The first truth is that at least half of our ideas are just not going to work.

projects are output and product is all about outcome.

Mercenaries build whatever they're told to build. Missionaries are true believers in the vision and are committed to solving problems for their customers. In a dedicated product team, the team acts and feels a lot like a startup within the larger company, and that's very much the intention.

They are able to try to solve the problems they are assigned in the best way they see fit.

It also means we try to minimize dependencies between teams. Notice that I said “minimize” and not “eliminate.” At scale, it's just not possible to eliminate all dependencies, but we can work hard to continuously minimize them.

the winning solutions didn't come from users, customers, or sales. Rather, great products require an intense collaboration with design and engineering to solve real problems for your users and customers, in ways that meet the needs of your business. In each of these examples, the users had no idea the solution they fell in love with was possible.

Of course, great companies want to disrupt themselves before others disrupt them. The difference between Amazon, Netflix, Google, Facebook, and the legions of large but slowly dying companies is usually exactly that: product leadership.

strong product teams understand these truths and embrace them rather than deny them. They are very good at quickly tackling the risks (no matter where that idea originated) and are fast at iterating to an effective solution. This is what product discovery is all about, and it is why I view product discovery as the most important core competency of a product organization.

It is management's responsibility to provide each product team with the specific business objectives they need to tackle.

The key is to understand that the root cause of all this grief about commitments is when these commitments are made. They are made too early. They are made before we know whether we can deliver on this obligation, and even more important, whether what we deliver will solve the problem for the customer.

The difference between vision and strategy is analogous to the difference between good leadership and good management. Leadership inspires and sets the direction, and management helps get us there. Most important, the product vision should be inspiring, and the product strategy should be focused.

As you'll soon see, coming up with winning products is never easy. We need a product that our customers love, yet also works for our business.

We need design—not just as a service to make our product beautiful—but to discover the right product.

However, a very large component of what is meant by works for our business is that there is a real market there (large enough to sustain a business), we can successfully differentiate from the many competitors out there, we can cost‐effectively

The hallmark of a great CTO is a commitment to continually strive for technology as a strategic enabler for the business and the products. Removing technology as a barrier, as well as broadening the art of the possible for business and product leaders, is the overarching objective.

In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.).

Discovery is very much about the intense collaboration of product management, user experience design, and engineering. In discovery, we are tackling the various risks before we write even one line of production software.

Just because we've invested the time and effort to create a robust product does not mean anyone will want to buy it. So, in the product world, we strive to achieve product/market fit.

A big part of the concept of product teams is that they are there to solve hard problems for the business. They are given clear objectives, and they own delivering on those objectives.

First, collaboration is built on relationships, and product teams—especially co‐located teams—are designed to nurture these relationships.

But the way most companies do them at this stage to come up with a prioritized roadmap is truly ridiculous and here's why. Remember those two key inputs to every business case? How much money you'll make, and how much it will cost?

It's what I call the two inconvenient truths about product.

If that's not bad enough, the second inconvenient truth is that even with the ideas that do prove to have potential, it typically takes several iterations to get the implementation of this idea to the point where it delivers the necessary business value. We call that time to money.

realize that the right process is

For that particular session, everyone said they picked it because of the word entitled in the descriptor. They’d all encountered people who acted entitled at Pixar—people who insisted on having their own piece of equipment, even if it could be shared, or who groused that they couldn’t bring their dogs to work. “This is a job,” one animator said. “A great job. We are well paid. These people need to wake up.” What was most striking to those in attendance at the “Great Workplace” session was how much they had in common. The Systems guy told a story about answering a frantic call for tech support. He rushed over to assess the problem, only to be told by the aggrieved artist that the machine should be fixed during lunch—because that’s when it would be most convenient for her. “I need to eat lunch, too,” he told the group, as everyone nodded their heads. The chef told a similar story about a last-minute request to cater a working lunch that came without any acknowledgement of the hassle (and hustle) it would require of her staff.

free-range discovery could inspire innovation no one could foresee, at equally unforeseen market velocity.

Principles of Product Vision These are the 10 key principles for coming up with an effective product vision. Start with why. This is coincidentally the name of a great book on the value of product vision by Simon Sinek. The central notion here is to use the product vision to articulate your purpose. Everything follows from that. Fall in love with the problem, not with the solution. I hope you've heard this before, as it's been said many times, in many ways, by many people. But it's very true and something a great many product people struggle with. Don't be afraid to think big with vision. Too often I see product visions that are not nearly

ambitious enough, the kind of thing we can pull off in six months to a year or so, and not substantial enough to inspire anyone. Don't be afraid to disrupt yourselves because, if you don't, someone else will. So many companies focus their efforts on protecting what they have rather than constantly creating new value for their customers. Fall in love with the problem, not with the solution. The product vision needs to inspire. Remember that we need product teams of missionaries, not mercenaries. More than anything else, it is the product vision that will inspire missionary‐like passion in the organization. Create something you can get excited about. You can make any product vision meaningful if you focus on how you genuinely help your users and customers.

Determine and embrace relevant and meaningful trends. Too many companies ignore important trends for far too long. It is not very hard to identify the important trends. What's hard is to help the organization understand how those trends can be leveraged by your products to solve customer problems in new and better ways. Skate to where the puck is heading, not to where it was. An important element to product vision is identifying the things that are changing—as well as the things that likely won't be changing—in the time frame of the product vision. Some product visions are wildly optimistic and unrealistic about how fast things will change, and others are far too conservative. This is usually the most difficult aspect of a good product vision. Be stubborn on vision but flexible on the details. This Jeff Bezos line is very important. So many teams give up on their product vision far too soon. This is usually called a vision pivot, but mostly it's a sign of a weak product organization. It is never easy, so prepare yourself for that. But, also be careful you don't get attached to details. It is very possible that you may have to adjust course to reach your desired destination. That's called a discovery pivot, and there's nothing wrong with that. Realize that any product vision is a leap of faith. If you could truly validate a vision, then your vision probably isn't ambitious enough. It will take several years to know. So, make sure what you're working on is meaningful, and recruit people to the product teams who also feel passionate about this problem and then be willing to work for several years to realize the vision.

Evangelize continuously and relentlessly. There is no such thing as over‐communicating when it comes to explaining and selling the vision. Especially in larger organizations, there is simply no escaping the need for near‐constant evangelization. You'll find that people in all corners of the company will at random times get nervous or scared about something they see or hear. Quickly reassure them before their fear infects others.

Principles of Product Strategy As we discussed previously, there are any number of approaches to product strategy, but good strategies have these five principles in common: Focus on one target market or persona at a time. Don't try to please everyone in a single release. Focus on one new target market, or one new target persona, for each release. You'll find that the product will still likely be useful to others, but at least it will be loved by some, and that's key. Product strategy needs to be aligned with business strategy. The vision is meant to inspire the organization, but the organization ultimately is there to come up with solutions

that deliver on the business strategy. So, for example, if that business strategy involves a change in monetization strategy or business model, then the product strategy needs to be aligned with this. Product strategy needs to be aligned with sales and go‐to‐market strategy. Similarly, if we have a new sales and marketing channel, we need to ensure that our product strategy is aligned with that new channel. A new sales channel or go-to-market strategy can have far-reaching impact on a product. Obsess over customers, not over competitors. Obsess over customers, not over competitors. Too many companies completely forget about their product strategy once they encounter a serious competitor. They panic and then find themselves chasing their competitor's actions and no longer focusing on their customers. We

can't ignore the market, but remember that customers rarely leave us for our competitors. They leave us because we stop taking care of them. Communicate the strategy across the organization. This is part of evangelizing the vision. It's important that all key business partners in the company know the customers we're focused on now and which are planned for later. Stay especially closely synced with sales, marketing, finance, and service.

As an example, early on at eBay we found we needed a product principle that spoke to the relationship between buyers and sellers. Most of the revenue came from sellers, so we had a strong incentive to find ways to please sellers, but we soon realized that the real reason sellers loved us was because we provided them with buyers. This realization led to a critical principle that stated, “In cases where the needs of the buyers and the sellers conflict, we will prioritize the needs of the buyer, because that's actually the most important thing we can do for sellers.

create their own OKRs for their own organization. For example, the design department might have objectives related to moving to a responsive design; the engineering department might have objectives related to improving the scalability and performance of the architecture; and the quality department might have objectives relating to the test and release automation. The problem is that the individual members of each of these functional departments are the actual members of a cross‐functional product team. The product team has business‐related objectives (for example, to reduce the customer acquisition cost, to increase the number of daily active users, or to reduce the time to onboard a new customer), but each person on the team may have their own set of objectives that cascade down through their functional manager. Imagine if the engineers were told to spend their time on re‐platforming, the designers on moving to a responsive design, and QA on retooling. While each of these may be worthy activities, the chances of solving the business problems that the cross‐functional teams were created to solve are not high.

The MVP should be a prototype, not a product. Building an actual product‐quality deliverable to learn, even if that deliverable has minimal functionality, leads to substantial waste of time and money, which of course is the antithesis of Lean. I find that using the more general term prototype makes this critical point clear to the product team, the company, and the prospective customers. So, in this book, I talk about different types of prototypes being used in discovery and products being produced in delivery.

John Doerr, the famous Silicon Valley venture capitalist: “We need teams of missionaries, not teams of mercenaries.” Mercenaries build whatever they're told to build. Missionaries are true believers in the vision and are committed to solving problems for their customers.

There are a few product teams out there that have modified their product roadmaps so that each item is stated as a business problem to solve rather than the feature or project that may or may not solve it. These are called outcome‐based roadmaps.

Product Vision and Strategy The product vision is what drives and inspires the company and sustains the company through the ups and downs. This may sound straightforward, but it's tricky. That's because there are two very different types of product leaders needed for two very different situations: Where there is a CEO or a founder who is the clear product visionary Where there is no clear product visionary—usually in situations where the founder has moved on

Most important, the product vision should be inspiring, and the product strategy should be focused.

In product companies, it is critical that the product manager also be the product owner.

Just because someone can use our product doesn't mean they will choose to use our product.

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director of product management) where some number of product managers (usually somewhere between 3 and 10) report directly to you. The director of product management is really responsible for two things. The first is ensuring his or her product managers are all strong and capable. The second is product vision and strategy and connecting the dots between the product work of the many teams. This is also referred to as holistic view of product. But lots of strong senior product managers are not sure about their preferred career path at this stage, and the GPM role is a great way to get a taste of both worlds. The GPM is the actual product manager for one product team, but in addition, she is responsible for the development and coaching of a small number of additional product managers (typically, one to three others). While the director of product management may have product managers who work across many different areas, the GPM model is designed to facilitate tightly coupled product teams.

To be absolutely clear, the product manager is not the boss of anyone on the product team.

Who decides what products we should build? How do they decide? How do they know that what we build will be useful?

A strong product culture means that the team understands the importance of continuous and rapid testing and learning. They understand that they need to make mistakes in order to learn, but they need to make them quickly and mitigate the risks. They understand the need for continuous innovation. They know that great products are the result of true collaboration. They respect and value their designers and engineers. They understand the power of a motivated product team. A strong VP product will understand the importance of a strong product culture, be able to give real examples of her own experiences with product culture, and have concrete plans for instilling this culture in your company.

First we lose, then we win in Life." Recently many people in the IT and Tech sectors are facing a difficult phase of their life. I had similarly faced a difficult phase in the Finance sector in the year 2008. We all have gone through failures in life. But that should not stop us from trying for success. Staying hopeful and working toward our goals bring us an opportunity to achieve success.

They saw me as an “Important Manager” at an “Important Company,” whereas the colleagues who’d started out with me at New York Tech just saw me as Ed. As my position changed, people became more careful how they spoke and acted in my presence. I don’t think that my actions changed in a way that prompted this; my position did. And what this meant was that things I’d once been privy to became increasingly unavailable to me. Gradually, snarky behavior, grousing, and rudeness disappeared from view—from my view, anyway. I rarely saw bad behavior because people wouldn’t exhibit it in front of me.

It’s not just the location that makes a place a digital hothouse, it’s also the living arrangements. In recent years there has been a resurgence in communal living among ambitious young tech entrepreneurs. This is not just a matter of saving money before they strike it rich, it’s about cross-fertilization of ideas and the opportunity to inspire each other.

Eternity is long, so why would you live just once? How about you live as many times as you want so you can be absolutely sure you’ve squeezed every last drop out of such an experience? You’d try out primitive times and high-tech times; you’d be born into poverty and into splendor. You’d be male and female; left brained and right brained; tall and short; aggressive and passive; brilliant and naïve; emotional and stoic; and countless other polarities and combinations thereof! Then there’ll be all the choices of where you might live: which planet, which country, which culture. And in each life you’ll get to choose your parents, just as they will choose you, which friends from other lifetimes to play with again, and so on and so on. And everyone else is going to be in the same boat, wanting to come back again and again and again! Perfect! You’ll return with those you learned well with and you’ll avoid others. They’ll be doing the same. Come on, you have forever. Why not?

CHAPTER 12 The Engineers In this chapter, I describe the engineering role (also commonly known as developers or, in some circles, programmers). But as with the last chapter, I'm not trying to speak here to the engineers—I'm aiming this discussion at product managers who need to learn how to work effectively with engineers. There's probably no more important relationship for a successful product manager than the one with your engineers. If your relationship is strong, with mutual and sincere respect both ways, then the product manager job is great. If your relationship is not strong, your days as product manager will be brutal (and probably numbered). Therefore, this is a relationship worth taking very seriously and doing everything you can to nurture. This strong relationship begins with you.

engineering gets brought in way too late. We say if you're just using your engineers to code, you're only getting about half their value. The little secret in product is that engineers are typically the best single source of innovation; yet, they are not even invited to the party in this process.

Product evangelism is, as Guy Kawasaki put it years ago, “selling the dream.” It's helping people imagine the future and inspiring them to help create that future. If you're a startup founder, a CEO, or a head of product, this is a very big part of your job, and you'll have a hard time assembling a strong team if you don't get good at it.

The idea behind business objectives is simple enough: tell the team what you need them to accomplish and how the results will be measured, and let the team figure out the best way to solve the problems.

One of the absolute hardest assignments in our industry is to try to cause dramatic change in a large and financially successful company.

Tech is our future. Our future is Tech.

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it is management's responsibility to provide each product team with the specific business objectives they need to tackle. The difference is that they are now prioritizing business results, rather than product ideas. And, yes, it is more than a little ironic that we sometimes need to convince management to focus on business results.

The difference between vision and strategy is analogous to the difference between good leadership and good management. Leadership inspires and sets the direction, and management helps get us there.

The purpose of product discovery is to address these critical risks: Will the customer buy this, or choose to use it? (Value risk) Can the user figure out how to use it? (Usability risk) Can we build it? (Feasibility risk) Does this solution work for our business? (Business viability risk) And it's not enough that it's just the product manager's opinion on these questions. We need to collect evidence.

If the product manager doesn't have the technology sophistication, doesn't have the business savvy, doesn't have the credibility with the key executives, doesn't have the deep customer knowledge, doesn't have the passion for the product, or doesn't have the respect of their product team, then it's a sure recipe for failure.

Strong tech‐product companies know they need to ensure consistent product innovation. This means constantly creating new value for their customers and for their business.

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A white paper written by analysts at the investment bank Goldman Sachs estimates, based on data from the United States and the European Union, that a quarter of all global work could be replaced by AI tools.20 In addition, 300 million jobs worldwide could be exposed to automation, meaning part of that job could be replaced. Their methodology, however, does not inspire confidence: they rated each job task from 1 to 7 in difficulty, and simply assumed that if the task had a score of 4 and lower, that it could be automated away. Task difficulties of score 2 include “Check to see if baking bread is done” and “Interpret a blood pressure reading;” tasks of difficulty of score 4 include “Test electrical circuits” and “Complete tax forms for a small business.” In other words, they ask us to appreciate the promise of replacing bakers, nurses, electricians, and accountants with text synthesis machines. Only one of these jobs centrally involves writing text, but surely we’ll all be happy with random errors in our taxes, right?

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

This is because what's really going on is that the ideas are already handed to the product teams in the form of prioritized features on product roadmaps, where most of the items on those roadmaps are coming either from requests from big customers (or prospective customers), or from company stakeholders or execs. Unfortunately, these are rarely the quality of ideas we're looking for. In general, if the product team is given actual business problems to solve rather than solutions, and the product team does their job and interacts directly and frequently with actual users and customers, then getting a sufficient quantity and quality of product ideas is not really a problem.

In the end, these tech talks inspired me more than they directly informed my algorithms. Honestly, much of the math they described was beyond me. I’m not an engineer by training—in fact, I never took a single math course in college. If there ever was an argument that I should have kept studying the subject beyond high school because there was no telling when I might need it, this was it. I was in over my head. Yet I wasn’t completely lost. When Richard Williamson joined Apple and helped us determine the technical direction for our web browser project, he showed that it was possible to make technical headway by skipping past the problems he couldn’t solve in favor of those he could. So, that’s what I did.

Some companies think the answer to this is to try to document the system to the degree that everything is captured somehow in a way that members of the organization can all go to get the same sorts of answers for which they use the principal designer, principal product manager, and software architect. I know a few organizations that have tried hard to achieve this, but I have never seen this succeed. The systems always seem to grow in complexity and size much faster than anyone can document, and with software, the definitive answer always lives in the source code itself (at least the current answer—not usually the rationale or the history).

I know a few organizations that have tried hard to achieve this, but I have never seen this succeed. The systems always seem to grow in complexity and size much faster than anyone can document, and with software, the definitive answer always lives in the source code itself

After a few millennia of inspiration, the primitive clay oven gave rise to the gleaming modern steel version. A high-tech oven alone does not, however, turn a bake-mete into a pie as we know it. One more important development was necessary. Pastry had to be invented.

the morale of the engineers is very much a function of you as the product manager. It is your job to make sure they feel like missionaries and not mercenaries. You do this by involving them deeply in the customer pain you are trying to solve and in the business problems you face. Don't try to shelter them from this—instead, share these problems and challenges very openly with them. They will respect you more for it, and, in most cases, the developers will rise to the challenge.

Risks are tackled up front, rather than at the end. In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.). Products are defined and designed collaboratively, rather than sequentially. They have finally moved beyond the old model in which a product manager defines requirements, a designer designs a solution that delivers on those requirements, and then engineering implements those requirements, with each person living with the constraints and decisions of the ones that preceded. In strong teams, product, design, and engineering work side by side, in a give‐and‐take way, to come up with technology‐powered solutions that our customers love and that work for our business.