Inspired: How to Create Tech Products Customers Love
by Marty Cagan
Finally, it's all about solving problems, not implementing features. Conventional product roadmaps are all about output. Strong teams know it's not only about implementing a solution. They must ensure that solution solves the underlying problem. It's about business results. So, we use prototypes to conduct rapid experiments in product discovery, and then in delivery, we build and release products in hopes of achieving product/market fit, which is a key step on the way to delivering on the company's product vision.
Finally, it's all about solving problems, not implementing features. Conventional product roadmaps are all about output. Strong teams know it's not only about implementing a solution. They must ensure that solution solves the underlying problem. It's about business results.
So, we use prototypes to conduct rapid experiments in product discovery, and then in delivery, we build and release products in hopes of achieving product/market fit, which is a key step on the way to delivering on the company's product vision.
To summarize, these are the four critical contributions you need to bring to your team: deep knowledge (1) of your customer, (2) of the data, (3) of your business and its stakeholders, and (4) of your market and industry.
The difference between vision and strategy is analogous to the difference between good leadership and good management. Leadership inspires and sets the direction, and management helps get us there.
The biggest flaw of the old waterfall process has always been, and remains, that all the risk is at the end, which means that customer validation happens way too late.
"Finally, it's all about solving problems, not implementing features. Conventional product roadmaps are all about output. Strong teams know it's not only about implementing a solution. They must ensure that solution solves the underlying problem. It's about business results."
"So, we use prototypes to conduct rapid experiments in product discovery, and then in delivery, we build and release products in hopes of achieving product/market fit, which is a key step on the way to delivering on the company's product vision."
"To summarize, these are the four critical contributions you need to bring to your team: deep knowledge (1) of your customer, (2) of the data, (3) of your business and its stakeholders, and (4) of your market and industry."
"The difference between vision and strategy is analogous to the difference between good leadership and good management. Leadership inspires and sets the direction, and management helps get us there."
"The biggest flaw of the old waterfall process has always been, and remains, that all the risk is at the end, which means that customer validation happens way too late."
"The purpose of product discovery is to quickly separate the good ideas from the bad. The output of product discovery is a validated product backlog."
"When a product succeeds, it's because everyone on the team did what they needed to do. But when a product fails, it's the product manager's fault."
- →So, we use prototypes to conduct rapid experiments in product discovery, and then in delivery, we build and release products in hopes of achieving product/market fit, which is a key step on the way to delivering on the company's product vision.
- →The biggest flaw of the old waterfall process has always been, and remains, that all the risk is at the end, which means that customer validation happens way too late.
- →When a product succeeds, it's because everyone on the team did what they needed to do. But when a product fails, it's the product manager's fault.
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