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The shift from product-market-fit to growth disrupts far too many promising startups.
Companies at every stage can learn how to create effective, replicable, and durable product develop...
There is such a thing as startup puberty and it occurs when your product starts to gather momentum. A startup may be so busy working on getting to this stage that they are caught off guard and may ...
New needs mean you need more people. To set people up for success, you need to make your product and engineering teams modular. Then you can split up problems that people can work ...
The idea is that product management can no longer say what they think users want. They need to predict what outcome a feature will have.
In the beginning, you don't hav...
As a company matures, three major areas of product development change:
Don't think you can continue to relate to your customer. Instead, make a list of the outcomes you want, then make a guess what will get you there based on data and research.
It is helpful when you brainstorm to separate idea generation from idea evaluation. Write down every idea. Then trim your list by applying the feedback you've received through ...
After you brainstorm, you may have many initiatives. After you hit product-market fit, you need to allocate responsibility across teams and empower them to work without the leadership knowing every...
The CEO should cede a large amount of control. The CEO should shift from caring about the design of the product to focusing of the design of the organization.
The transition needs to happen when:
As your company matures, ensure to appoint someone to care about the holistic experience.
With the growth of your organization, consistently message the same things again and again. Templates ingrain this practice.
For instance, at Reddit, whenever you're about to run a ...
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The Heart/Will/Head model defines three types of people and how they view the world around them.
Using this model is valuable for managers to build stronger teams en get the best w...
The secret to scaling is the people. People generally want to do the right thing if you set them up for success with the right conditions. They want to grow, develop, and have a meaningful impact. They don't need to be coerced or controlled.
Effectively scaling an organisation is then connected to helping people grow.
The model breaks people into three types, each of which sees the world through one primary lens:
We usually have a dominant type that we've come to rely on as a coping strategy. Each type demonstrates key positive attributes and negative ones. This model's strength is to highlight the positive qualities of your type while reducing the negative.
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