An excellent breakdown from Kendrick Wang of Apptmise of the considerations specific to mobile product management.
In Summary: Many companies think simply having a mobile product is enough to make them mobile first. But this is just the beginning. There's a great deal of knowledge and craft necessary to achieve excellence in this channel. A deep understanding of the pros & cons of iOS vs Android, design patterns for mobile UX, feature flagging and appstore optimisation are just some of them.
Marty Cagan from SVPG has some advice for Product Managers on how to move fast without breaking anything in terms of code quality.
In Summary: Product discovery and delivery require Product Managers to prioritise different things. If you want to discover great products, it's essential that you get your ideas in front of real users early and often via Customer Beta and 'Opt-in' programmes. If you want to deliver great products, you should use engineering best practices, and not try to override engineers' concerns.
Part 3 of Rich Mironov's series on the Laws of Software Economics.
In Summary: Customers don't buy your product, they buy why it will make their lives better. This is the story sales and marketing tell. Software itself is just part of a larger 'product story'. Good product strategy rests on clear, crisp descriptions of who you are building for, what problems you choose to address, and how you solve problem better than the alternatives.
Ryan Angilly from Ramen.is says 'About' pages are part of the product and shouldn't be viewed as the domain of marketing or HR.
In Summary: Ryan outlines in detail why you should care about your 'About' page, refutes common justifications for not having one and explores some best practices that companies with existing 'About' pages can use to improve them. He also expands on how larger companies with many products can use 'About' pages at scale.
Part 4 of Kenneth Berger's series on what he learnt as the first Product Manager at Slack.
In Summary: Instead of the typical Project Management triangle of Time, Cost and Quality, Kenneth believes there are six fundamental forces which drive product development; with clear decision-making at the centre as a tie-breaker. Growing companies are in constant transition — in terms of team and the business they’re building - and should constantly analyse who is advocating for each fundamental force to ensure the correct balance.