product team

“And so I actually believe that teams should identify the one or two things that they think are most distinguishing about their product and they should do it themselves. They shouldn't outsource those things.”

“So really being an enabler, to the company, as opposed to whole source of all of the ideation and the win is the key here in order to create successful relationships with the rest of the teams.”

“If it's a product-led growth company, then product essentially owns the pipeline number.”

“If the product review is about a particular part of the product, you're not doing the customer service if you're just jumping in and looking at that, which is, by the way, what most teams do.”

“I don't like any team swimming in money. I saw that too many times at other companies I've worked with or for. And it does not set up for good constraints to make sure you're making great decisions because the market moves on.”

“Personally, I find that it works best when it's standalone. It really comes down to Who you're able to hire to bring on the team and the skill sets that that person, because that's the constraint. The constraint is going to be that who can you find to lead the…”

“If you look at like truly great products, pick any product that you use that you're like, that product is just really well done. Generally there are a very small set of people behind that product That really love it. That obsess over every single thing about i…”

“Most of the time we can figure out in hours that this is not right. Hours, sometimes minutes. In fact, it's not unusual to do a dozen iterations in a day.”

“And the bottom line is the responsibility for the sales is on the product team.”

“I've never seen a product come from a product manager. I've only seen great products come from product teams.”

“The biggest problem and mistake founders, founders make is they go for the credential of the person who succeeded at big company XYZ, which is a very different mindset than succeeding in a highly ambiguous pre-success mode of a startup.”

“If you have a huge amount of conviction, you're willing to take a lot of pain. If you don't have that much conviction, You need to be a little bit more thoughtful with the way you roll things out and the feedback you get around it, and you got to let that info…”

“I think so, especially in early to mid-stage businesses, because the reality is that there is one engineering team that is delivering all changes to the product. And it's important that the quality bar is as high for growth as it is anywhere else in the org. S…”

“But you really need to unlock this state, you really need to think about how can you get them into shipping mode? Have them ship something really small and then celebrate the heck out of it to really encourage that feedback loop to get into the mode of deliver…”

“If you just imagine this grid where you have shipping fast and slow and you have impact high and low as the other you can really think about mapping where your product teams are relative to those two dimensions. And so over time, there are really only four sta…”

“I would say there are two general mistakes that teams will make. The first is going to be jumping too quickly to solutions, right? So they have a great idea. And they're sort of working backwards from the solution. That's one, and then the other is tying back …”

“You actually should be like a bit more professional services oriented as a product team earlier on.”

“The thing that you can learn and literally An hour is, hey, I have all these customers out there who've been wanting this very specific feature, and now, now I have an alpha version of it. I'm gonna go out to these people, these clients, these customers, and s…”

“Then the thing that people often do, one of the big mistakes I think people make, is they then give up too early. So, you know, your theory of the world might be 20% wrong, but that means that it's 80% right. And one of the hardest things to do in product, I t…”

“Well, I think there are two things that are very important. You need to give people a win. You know, so Page Insights that we talked about earlier is an example of a win like that. You know, well, we can be proud about a thing that we shipped. And then I think…”

“I really believe that before you build something, you should have a theory of the world. You should, you know, understand who your user is, what they want to accomplish. You should understand your strengths and weaknesses in doing that and have a, you know, a …”

“If you look at every individual PM, they all make sense as individual hires, but if you, Put them all together as a product team. Like, they're all junior, and they're all high horsepower, high potential, but there's no one there to actually train them and, yo…”

“I think the way I like it I like it to work is that the product team builds the end, build the variety engine, and growth operates it. So you build something that is that you can parameter, you know, with parameters, and then you let growth play with it, you k…”

“Well, I think it's really important right now for every product team to think about how to prototype and play with new capabilities because it's, everything is so fast moving, so programs like Maker Week help, but I think it's a core capability that we all nee…”

“No, I don't think so. I think all the teams become smaller and more productive and more cross-functional.”