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High Performing Teams: Super Goals & Super Identity

The Product Coalition

This super identity has been shown in multiple studies to be a strong positive factor in successful teams building new products: How to get a super identity First, you need a super goal. A super goal needs you to find an outcome that will facilitate alignment across the organisation, across the different silos and functions.

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When 2 Become 1: The Roles of Product Manager and Product Owner

bpma ProductHub

Since the Agile Manifesto first distinguished the roles in 2001, the same person has often been expected to serve as both PM and PO. But Butzow and Boduch posited that the PM and PO functions can rarely be performed by the same person effectively. In summary, here’s how they defined each role: PM.

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Why designers fail to integrate into Agile teams

UX Planet

Scrum was created by developers It all started in 2001 when 17 engineers defined a set of principles known as the Agile Manifesto to improve the development of software. Without iteration, we place designers in an impossible position, expecting them to nail the solution on their very first attempt. Diversity of ideas is a net positive.

Agile 85
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What strong teamwork looks like: 7 proven models

Atlassian

Authors and business leaders Frank LaFasto and Carl Larson invested a lot of research into the model that they developed in 2001, studying the work of hundreds of team members and leaders to understand what made successful teams tick. Team leadership: the team needs not only the right members, but also the right leader in place.

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The Collision of Product Management and Product Ownership

The Product Coalition

Jeff Sutherland The Scrum movement was accelerated after 2001 when a group of seventeen software though-leaders met up at a ski lodge in Utah and created the agile manifesto. As we know it today it has very much become a leadership role?—?servant servant leadership one to be exact?—?a the floors are littered with them?—?but

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Product Management is Culture Management

Mind the Product

2: Abandon Leadership Colonialism. Abandoning leadership colonialism, or the notion that practices from your primary culture can be successfully applied anywhere else without substantial modification, is one of the first steps towards the better management of your diverse product team’s culture. Become a Cultural Chameleon. References.

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Deconstructing Being Agile

The Product Coalition

Agile vs. Being Agile Agile became popular shortly after ‘The Agile Software Development Manifesto ’ was published in 2001. Through learning, the next time a similar decision is faced the outcome is more likely to be positive. Beware of Echo Chambers and Silos People new to product leadership may fall into the Echo Chamber trap.

Agile 107