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14 results for “product design”
Topic11 mentions across episodes
product design
Topic2 mentions across episodes
design
...things about your product. They'll tell you that they messed up and and the UX is great. You built it the right way and they were doing something wrong. And they try to take some of that pressure off of you. And what you don't want is to go into a co
54:00 / 55:03
from transcript54:00 – 55:03
...product, CPO kind of level. All it is is strategic questions that you don't know the answers to and have to figure that out across ten ten or 12 different, topics. And so I think going back to, like, how to attract these types of talent, know where o
28:28 / 29:34
from transcript28:28 – 29:34
...and competitive advantages. If you have a new customer set and a new set of competitive advantages or capabilities, that's probably just a new company. And so you're either playing in, do we take our core capabilities and attach to a new customer set
15:29 / 16:51
from transcript15:29 – 16:51
...step change improvements. And then there is, if you have existing products, already your company with multiple products already, there's obviously maintenance of those products or also known as KTLO and internal productivity. So those are the three m
28:04 / 29:35
from transcript28:04 – 29:35
...design thinking starts out with a problem, and it ends with a new solution. Whereas the scientific method starts out with a question or an observation, and it hopes to end with a new understanding. Its product is really like this adaptation of the sc
20:14 / 21:20
from transcript20:14 – 21:20
...from the next? And we deeply believe it's great design, great craft. And that's not something that like you can rely on an AI to figure out by itself. Like you need human guidance to push it, to think about the experience more deeply or think about s
49:27 / 50:36
from transcript49:27 – 50:36
Focus, Harry. Come on. This is serious stuff. So, yes, that is the process. And I think there are certain elements to that process that are really important to define because there are things that can allow that process to be very successful, and the
21:37 / 22:51
from transcript21:37 – 22:51
...product well? It's a challenge so many face. There's a product challenge, and then there's, like, a cultural challenge. The product challenge is you have this chasm to cross, which is you can't degrade your core product.
14:12 / 15:19
from transcript14:12 – 15:19
...with pure design. You kind of build on the fly. How do you think about the future in terms of entry points in that way? The future has to be one where there are many entry points because building a product is just necessarily this very complex multif
15:40 / 16:46
from transcript15:40 – 16:46
...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
...model. And product design was really my one of my core skill sets too is being able to take some kind of a functional requirement and then create it either through pen and paper and then on to CAD. And then, and then the other aspect was it's one thi
12:41 / 13:46
from transcript12:41 – 13:46
...of a product leader is to be able to properly balance between the needs of those two teams. It's creating the right communication pathways, the right processes for those teams to collaborate with each other and share notes and ideas. I think you need
29:14 / 30:20
from transcript29:14 – 30:20
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