Embracing Change to Innovate and Why You Should NEVER Divide by Effort When Prioritising
oneknightinproduct.substack.com
I recently had an interesting discussion with a friend about how to “measure the value of a product management team”, and it really got me thinking - what are the metrics that we can stand in front of and unambiguously say represent “success” for a product management team? It seems obvious; good product teams are successful if their products are successful. But some people might wonder if the products would have been equally successful had the “product management” just been done by the Sales team and the CEO. Are they wrong? How can we tell?
Quantitative false beard sounds fun as long as I can couple it with a matching mustache.
I haven't really heard ditching effort framed up like this. In all honesty, I've often used effort as a way to politely kill requests from high ranking folks in my different orgs who have a tendency to throw out partially baked ideas and try to push them to the top of the stack. But I could get behind what you're saying.
Quantitative false beard sounds fun as long as I can couple it with a matching mustache.
I haven't really heard ditching effort framed up like this. In all honesty, I've often used effort as a way to politely kill requests from high ranking folks in my different orgs who have a tendency to throw out partially baked ideas and try to push them to the top of the stack. But I could get behind what you're saying.