Separating Product Discovery and Product Delivery inside a team

Bad example that happens often: the product manager believes it’s her job to define the product, and then hand-off “the requirements” to the designer and engineers to implement.

Fundamentally we want to avoid having one person or group obtain the learnings, and then have to “hand-off” what they learned for another group to execute on. The group on the receiving end is inevitably going to feel like mercenaries, and not feel like their contributions on better potential solutions would be welcomed.