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15 results for “product management”
Topic4 mentions across episodes
Product Management
...products. That is how you demotivate your whole team because no one wants to be just stuck in what they're, you know, the specific, you know, section. And so the biggest thing when you've when you've written a PRD is get everyone in a room who's gonn
29:59 / 31:04
from transcript29:59 – 31:04
...really bad products. That is how you demotivate your whole team because no one wants to be just stuck in what they're, you know, the specific, you know, section.
29:11 / 30:16
from transcript29:11 – 30:16
I I don't know if I would consider myself a master. If you go back back twenty years ago, it's pretty waterfall y. And I think we've as an industry moved away from that. But you still have The PM owns this artifact of the initial PRD or one pager, an
10:29 / 11:31
from transcript10:29 – 11:31
...product orgs begin to break in your mind? I think product orgs begin to break when the product manager job starts to morph into more of a general manager, GM job. As companies grow and product teams are forced to scale with that growth, product manag
43:18 / 44:40
from transcript43:18 – 44:40
a company we work with told us that, you know, they're sort of like a build contract build company. They said they will get off the phone from a pitch, and in four hours, they would have a prototype. And so the question is, like, what is a PM doing?
9:00 / 10:05
from transcript9:00 – 10:05
...than product management. You know? And what we see in really in shape up teams when they hit their stride is that the PM moves upstream. So the PM is less busy with how do I get this project to, like, not be in a bad state when it's getting built, an
1:26:11 / 1:27:36
from transcript1:26:11 – 1:27:36
...product and engineering that we cannot keep we cannot have projects that are dragging and dragging and dragging. We can't keep ending in a place where, like, where this is the end of a sprint or the end of a cycle and we still can't see the end of it
1:09:45 / 1:10:46
from transcript1:09:45 – 1:10:46
...product, this business line shows, the path towards success. And I think that that point is really important. So it's basically every quarter slash two quarters you check-in, how's this going? Do you agree to here's a milestone that we're looking for
47:56 / 49:03
from transcript47:56 – 49:03
...mature product always had prioritization work, maintenance work, things that were more impactful to be done. And so their roadmaps would always get trumped by any of that. So it it didn't afford any space, for seedlings to to grow. And, yeah, like th
47:14 / 48:20
from transcript47:14 – 48:20
...product. Like you said, right, like, there are there's actually a really simple playbook. There are free categories, like you said. There is, you know, new products that you can be spending your capacity on. And as part of that, I would include any b
27:38 / 28:46
from transcript27:38 – 28:46
product decision that I made that didn't work is how we built DAISY, like the v one. We took a breadth first approach. The consensus view is, you know, start narrow, point solution, land and expand. It's the wedge, that sort of thing. What we set out
14:06 / 15:18
from transcript14:06 – 15:18
if we can launch a new capability and do it at like an a quality level, we can actually set it down for a while and not have to come back and keep working on it for call it a year, which then enables us to be able to go and add an additional capabili
3:44 / 4:46
from transcript3:44 – 4:46
...products and the kind of interesting thing about building a a tool is a tool is very different from like a typical consumer product where, you know, there's a funnel and you're trying to optimize a metric. Like you're building something so that other
42:42 / 43:49
from transcript42:42 – 43:49
...a product team to be creative, ambitious, hungry, excited when it's a little bit formulaic? Yeah. That's certainly happened. You know, sometimes it can happen because you just have this very hard problem that you've been banging your head against the
45:41 / 46:48
from transcript45:41 – 46:48
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