If you use objective and key results (OKRs) as part of your practice you have probably struggled to make them fit together across the organization. Many groups use a simple hierarchy of OKRs so that they flow down, up, and meet in the middle to match the way that their organizations are set up.
Both our clients and our own teams use OKRs to build a better connection between the strategy of the organization and the work that individuals do in their teams. Our clients find that this isn’t always easy when they haven’t built a good separation of ownership…
Do you feel like the number of processes you need to adhere to slow things down? Are there too many meetings you need to attend to get any work done?
An often forgotten part of product operations is about destroying processes and meetings that don’t make sense anymore.
How do you design devices for the home that don’t have major issues with identity, privacy, security, experience, and ownership? In this final installment of the communal computing series O’Reilly Media we give you do’s and don’ts.
How we work in teams is key to how we exist in today’s workplace. But how do you try out different strategies? Usually the culture at work is already set. How could you try new ways of working together with lower risk?
I recently did something that I didn’t think I would do: I joined World of Warcraft. The way this started was by responding to @sleepyfox on Twitter about an agile class inside WoW. I’d been thinking a lot about the use of wargaming and simulation for learning. …
If the devices aren’t designed with communal computing expectations in mind, they’re destined for the landfill.
In this next article about communal computing we walk through five problem areas: identity, privacy, security, experience, and ownership.
As technologists, we often call these weirdnesses “edge cases.” That’s precisely where we’re wrong: they’re not edge cases, but they’re at the core of how people want to use these devices.
There are key questions for each of these areas:
Do you struggle to help your product team (and product managers) continuously learn?
Providing spaces (lots of them) to get feedback is key to transferring the experience and tacit knowledge.
In my latest article on Product-Led Alliance’s blog I talk about making learning more like work:
In the world of product management, we don’t focus on learning or feedback as much as we should. The most effective way for product people to learn is on the job and from others that do the job. The product operations team has a key role in shepherding those learning opportunities.
Communal computing are devices that you find in your home or office. Anyone within reach (or voice) can use them. I’ve written the first post in a series for the O’Reilly Radar blog on how these devices are framed, designed, and built wrong.
The reason they are “wrong” is that they are built with one person in mind: the owner of the device. Whereas there are many people in a home that could use it.
The problems start out as weirdness like your Spotify playlist starts to have recommendations for songs you don’t like. …
After a long hiatus I finally have some new writing up about my favorite questions to ask!
Here is a snippet from one of my favorite questions “what is a bad idea?”
Ideation is about coming up with the “best” ideas. What is the best way to solve this problem? What is the most important? What is best for the business?
The problem with “best” is that it is tied up with all of the biases and assumptions someone already has. To get to what really matters we have to understand the edge of what is good or bad. …
Updated talk at Product School can be found here:
First talk about Adversarial Product Management as part of The Product Mentor:
To make something great it needs to be forged through adversarial means. During this talk, you will understand what adversarial models are for yourself, your teams, and your products. We will touch on the various places that adversarial models are used in today’s world and how adversarial models (with compassion) creates great products.
You can’t just ‘add AI’ to a project and expect it to work. It isn’t magic dust that can be sprinkled on a product.
The key to building systems that are integrated into people’s lives is trust. If you don’t have the right amount of trust, you open the system up to disuse and misuse.