Customer problems make teams; product problems break teams
When a work group establishes shared goals and methods to achieve these goals, it transforms into a team. — A Deeper Understanding of Real Teamwork and Sustainable Quality Culture
Product teams don’t realize they’re making this mistake because it’s baked into the stories-and-features way that PMs are trained to approach problems. Even Marty Cagan doesn’t consider “does it solve the user’s problem” to be one of the four big risks (“will people buy it” is the closest, but not the same thing at all).
When a work group establishes shared goals and methods to achieve these goals, it transforms into a team. — A Deeper Understanding of Real Teamwork and Sustainable Quality Culture
Product teams don’t realize they’re making this mistake because it’s baked into the stories-and-features way that PMs are trained to approach problems. Even Marty Cagan doesn’t consider “does it solve the user’s problem” to be one of the four big risks (“will people buy it” is the closest, but not the same thing at all).
Customer problems make teams; product problems break teams
When a work group establishes shared goals and methods to achieve these goals, it transforms into a team. — A Deeper Understanding of Real Teamwork and Sustainable Quality Culture
Product teams don’t realize they’re making this mistake because it’s baked into the stories-and-features way that PMs are trained to approach problems. Even Marty Cagan doesn’t consider “does it solve the user’s problem” to be one of the four big risks (“will people buy it” is the closest, but not the same thing at all).
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