JANUARY: MY RULES FOR EFFECTIVE MEETINGS
Here’s a new rule for people who wish to create a meeting: what difference could you make that requires no one’s permission other than your own? Do that first, and don’t call the meeting until you have done that.
What do you think?
MARCH: ENHANCING THE AMAZON WORKING BACKWARDS PROCESS
In a previous post I discussed the famous amazon “press release backwards” technique for product teams, the technique is in my opinion a valuable exercise that forces teams to consider the value of the thing they’re making for their intended audience BEFORE they start working on it.
APRIL: THE BENEFITS OF THE WORKING BACKWARDS PROCESS FOR PRODUCT TEAMS
Press releases are necessary because they help companies get their message straight and get consensus around that message. They mark a point in time for a company and cast a vision for what a product, program, or initiative can become.
MAY: PRODUCT ORGANIZATION STRUCTURES PART ONE
Creating digital products requires multiple people with different skill sets to cooperate in the discovery, design, development, operation, and distribution of the product.
JUNE: PIPES VS. PLATFORMS
There are two broad business models: pipes and platforms. You could be running your business the wrong way if you’re building a platform, but using pipe strategies.
JUNE: PRODUCT ORGANIZATION STRUCTURES PART TWO
While most of the work gets done in cross-functional product teams, there is also the functional element. In many product organizations, the formal reporting line is functional. In other words, engineers report to engineering managers, designers to design manager, and product managers to product directors or similar roles.
OCTOBER: UNDERSTANDING FAUX AGILE
Is Fake Agile is the new Six Sigma? “Agile is eating the world” surveys by Deloitte and McKinsey today show that more than 90% of senior executives give high priority to becoming agile, while less than 10% see their firm as currently highly agile.
NOVEMBER: REORGANIZING TECHNOLOGY TEAMS PART ONE
What is the most adequate operating model for software products and platforms?
A lot of companies today are choosing to aggregate their digital divisions with their traditional IT by bringing them into a single technology operating model.
DECEMBER: REORGANIZING TECHNOLOGY TEAMS PART TWO
Combining digital operations -- in which cross-functional teams apply new technologies and ways of working, such as agile, to improve user experiences -- and traditional IT delivery (in which technical specialists develop and maintain core business systems according to traditional methods) makes a lot of sense.
Let me know what you think!
DM me @philippemora on IG and Twitter
My name's phil mora and I blog about the things I love: fitness, hacking work, tech and anything holistic.
Head of Digital Product
thinker, doer, designer, coder, leader