Note 1: I’m focusing in this article on women, however, my points here are intended to apply to all under-represented groups.
In my last article on Discovery Sprints I mentioned the concept of Discovery Coaches and several people asked me about that, so I thought I’d describe more about what this role is and when it’s helpful.
I find that many teams, especially those new to modern product techniques, are looking for a structured introduction to modern product discovery. In this article, I’d like to describe the concept of a discovery sprint, and also introduce you to a new book that goes into depth on this technique.
NOTE: I was invited to write the foreword for Christina Wodke’s new book on OKR’s, Radical Focus, and I am sharing the foreword here.
Lots of people have written about the challenges of managing growth. Especially about the importance of working hard to maintain staff quality as you scale the organization. There is little question that most organizations become worse in their ability to rapidly deliver consistent innovation as they grow, yet most people attribute this to staff quality and also process and communication issues of scale. Some believe that this is unavoidable.
NOTE: This article is from the foreword to the new 2nd Edition of The Art of Scalability by Marty Abbott and Michael Fisher. I’m reprinting it here because quite a few people have written me asking how to get their old-style company to start behaving more like a modern technology-powered business.
One of my all-time favorite quotes in our industry comes by way of the legendary VC, John Doerr, where he argues that "we need teams of missionaries, not teams of mercenaries.” This point captures so much, and gets right to the heart of the most important trait of strong leaders, strong organizations, and strong product teams.
In my last article I discussed how we need to simultaneously learn fast in product discovery, yet still release with confidence in product delivery. I got a very good response from this article, as well as many questions as to how teams can get better at one or both. This quickly gets into a very deep discussion of culture. You can think of this as the characteristics of a strong innovation culture, versus those of a strong execution culture.
Most of us are working on solving some pretty hard problems, and it usually ends up taking some fairly complex systems in order to power these solutions. As such, for most teams there are two very significant challenges to tackle:
In my prior article I discussed my favorite alternative to conventional product roadmaps. That article seemed to strike a chord in people, and I received quite a bit of very positive feedback. However, I also received more than a few questions. This didn’t really surprise me because as I said in the article, this is not a minor topic. But in my back and forth with people, I realized that there were several common and often significant confusions, and sometimes, the discussions would expose a more serious misunderstanding about product and how product teams work.