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In a fastmoving digital economy, many organizations leverage outsourced software product development to accelerate innovation, control costs, and tap into global expertise. Rather than building and maintaining a large inhouse team, businesses partner with specialized vendors to handle design, development, testing, and deployment.
I hosted Nir on our podcast to learn how to create healthy habits, how to avoid bad ones, what questions thoughtful product designers should be asking themselves, and much more. Here are five quick takeaways: We have good habits and bad habits , which are very different from addictions. For me, that was a bad habit.
His 2011 book, The Lean Startup , has become a New York Times best seller, selling millions of copies to aspirational entrepreneurs. And every major business school now offers an innovation class that leverages the business model canvas and other lean principles for developing a new product idea. A bad plan is better than no plan."
In today’s data-driven SaaS scene, these can affect hundreds of millions of users and cause damage in the billions of dollars, and as compliance frameworks become requirements to do business, businesses are turning to third-party services that can help expedite and facilitate the process. And just continuing to push it higher with the team.
Bob Moesta pioneered the Jobs-to-be-Done (JTBD) framework in the mid 90’s, alongside Harvard Business School Professor Clayton Christensen. Today, Bob is President and CEO at The Re-Wired Group , a consultancy that’s helped develop more than 3,500 products and services. It’s rarely the first reason they’ll offer.
Getting this right allows your teams to work in lockstep together. Today we’re going to talk about the wonderful work of fiction that every product team has known as the roadmap. I was having a great time there, back in 2011. But then we brought in four teams – four product managers, four designers, et cetera.
Getting this right allows your teams to work in lockstep together. Today we’re going to talk about the wonderful work of fiction that every product team has known as the roadmap. I was having a great time there, back in 2011. But then we brought in four teams – four product managers, four designers, et cetera.
Blue ocean strategy has become an increasingly popular business framework over the past two decades, especially in the SaaS industry. This strategy rejects traditional competitive business frameworks focused on outperforming rivals. The focus is on developing new demand and reconstructing market landscapes to make rivals obsolete.
Feature Development: For B2C products, you’re likely to only develop those features that affect a majority of your customers. It can sometimes be a bit different in B2B where even if 20% of your customers strongly desire a feature, it is likely that you will consider developing this feature. back in 2011–12. Probably not.
Blue ocean strategy has become an increasingly popular business framework over the past two decades, especially in the SaaS industry. This strategy rejects traditional competitive business frameworks focused on outperforming rivals. The focus is on developing new demand and reconstructing market landscapes to make rivals obsolete.
Feature Development: For B2C products, you’re likely to only develop those features that affect a majority of your customers. It can sometimes be a bit different in B2B where even if 20% of your customers strongly desire a feature, it is likely that you will consider developing this feature. back in 2011–12. Probably not.
Prescriptive Agile frameworks make it hard for designers to add valuable contributions to the team. In 2011 I was a UX Designer in a design studio. I designed every detail in Photoshop before handing the mockups to the developers. But in my new Agile team, I was designing fragments that felt incomplete.
Maybe your team played around with ChatGPT Pro or built a quick internal chatbot. Theyre doing the foundational work like modernizing infrastructure, cleaning up messy data, aligning on outcomes, and upskilling their teams. So many initiatives underperform because no one knows what success looks like.
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