Less “managers as shields” and “managers as sh*t umbrellas” metaphors, please.
The Sailboat Exercise
A brainstorming process for garnering honest feedback about the state of a team / product / company during team retreats.
Shop Meals, Not Aisles
Most grocery shoppers think in terms of a) upcoming meals & b) products that need refilling. Online grocers should embrace this paradigm, rather than replicate typical e-commerce design patterns.
Explaining late projects
Several analyses have shown that roughly half of all projects will run late or never finish. Yet, many organizations continue to be blindingly optimistic when they plan projects. This visualization explains why.
Latest Posts
Stop boiling the data ocean
It’s wild how many organizations invest in data initiatives without the clarity of what questions they’re trying to answer or how they’ll ensure the quality of reporting.
How product management can double customer LTV
I was fortunate enough to be part of an extremely impactful product launch in the online grocery space. Here's what happened and how we did it.
Installing ramp meters on your product roadmap
I’ve found that a simple technique for improving product delivery involves “installing ramp meters” by committing to a clear cross-team cadence for reevaluating priorities.
What is the chance that my kids let me sleep tonight?
What is the probability of a full night’s sleep for my family on any given night? How does that change over time? Do I want to even know?
Product managers build bridges
Just as a bridge creates new value by connecting previously unconnected pieces of land, a product manager creates new value by connecting previously unconnected user needs and organization-supplied solutions.
This Winter, Embrace the Solitude
This holiday season is like no other. If you’re feeling isolated or burnt out, why not go out on a limb and try something different: take a solo retreat.
Product managers are the Underpants Gnomes of an organization
Product management is somehow both stupefyingly simple, and maddeningly complex — not unlike the human beings that product managers spend much of their time cajoling.
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