The reality behind the myth that 'All you need to do is build a great product'.
In Summary: Product Managers at the coalface know that there is a huge divide between the theory (Lean Startup! Customer Development!) and the reality. Having the best product doesn't guarantee success no matter how much you iterate.
Why this happens is the focus of First Round's excellent interview with Quip's Bret Taylor. He draws on his experience building Maps products at Google that were 100x better than the incumbents, but still struggled to make a dent in the market.
Product Managers who live outside the Bay Area need to leverage the global Product Team rather than worry about co-location.
In Summary: Co-location has become a central tenet of startup culture, evangelised as a model by Paul Graham and Y Combinator. But the circumstances that make Silicon Valley so effective are hard to reproduce elsewhere. It's a unique aggregation of talent in much the same way Hollywood is.
Thanks to improvements in collaboration tools and a shared understanding of software development, it's never been easier for product teams to work in a distributed manner but still ship world class products.
The road to product hell is paved with these, writes Nikki Elizabeth DeMere for Inturact.
In Summary: A deep dive into the the now infamous Product Death Cycle as well as the (equally dangerous) Next Feature Fallacy.
Customer development means talking to people to find out the motivations behind their actions: the “Why?” behind the “What.” Only by consistently asking 'Why" people aren't engaging with your product can you reach the correct conclusion about what to build next.
Assume you're wrong, says David Cancel.
In Summary: A short note on the likelihood of being wrong in all almost every aspect of your product's development.
The mistake most Product Teams make is to assume that, in general, they are right in what they do.
Instead they should assume that every launch, every new feature and every release will be wrong in some respect and ask themselves: are we 10% wrong or 100% wrong? Beginning from this standpoint ensures they move in the right direction.
Radical thinking from Aha's Danny Archer.
In Summary: Whether or not you should include dates on your Product Roadmap was the debate-that-refused-to-die in 2015. Danny is clear about where he stands: release dates are critical for businesses to operate effectively and for Product Managers to maintain credibility.
But there are 2 kinds of date: internal and external. Internal dates are for you and your team and should be specific; an internal target to aim for. External dates are for customers and stakeholders and can be more generic. Specifying times to the month or even to the quarter will often suffice.