In my previous article, I shared an improved template for writing problem statements. Knowing a good structure is necessary, but you also need to avoid filling the good template with bad content.
Product Management / Product Ops
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Problem Statements Provide Purpose
Every company competes in a dynamic market. Staying the course is drifting off course. When you don’t use problem statements to express your intent, there are no signals to help your organization stay on course. Your people lack clarity, and therefore make mistakes.
Product Management / Product Strategy
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Problem Statements Shape Better Products
The overwhelming emphasis I see in product organizations is on sequencing the execution of the product strategy over the upcoming quarters. Optimizing the product operations work to deliver a subpar product. There is little to no effort applied to shaping the product strategy. Problem statements should be used to shape […]
Product Management / Product Strategy
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Writing Problem Statements Improves Product Thinking
Most of the teams I’ve helped either didn’t use problem statements, or didn’t use them well. Without improving, they spend more time and money than needed to build things, and much of what they build is worthless or wasted.
Agile / Product Management / User Stories
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How To Make Your Product Special
When evaluating a product, a customer may see the product as special, adequate, inadequate, or awful. What is uncomfortable for product teams is they have no control over how the customer sees the product. They only have influence. What teams need to learn is how to approach creating the product […]
Product Management / Uncategorized
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Intuition Enables Problem Solving
The shift from inside-out to outside-in is necessary to become more effective as a product development organization. We cannot build it and (expect) they will come. Here’s how to think about shifting from simply creating outputs to actually solving problems.
Agile / Product Management / Transformation / Uncategorized
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Orienting to Value
Orienting to value – every team, every person does it differently. How you orient to value limits how much value you can create. People with a naive orientation can only scratch the surface, cogs in someone else’s machine; those with a refined orientation to value, well, there is no limit to what they can do.
Agile / Organizations / Product Management / Product Strategy
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Epic Problem Statement
When solving complex problems at scale, we use epics, features, and stories to align, focus, and coordinate the work of multiple teams to achieve the objectives of our organizations. An epic represents the investment decision to solve a tangible problem; a collection of epics together represent a broader investment decision […]
Product Management
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Motivated Reasoning and Validating Hypotheses
In our continuing series on managing the risk in your backlog, we look at the risk of kidding ourselves. Specifically, we use cause and effect and hypotheses to identify the assumptions in our plans, but if we don’t do it the right way, we will lie to ourselves by validating […]