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Almost every software company today has some kind of incident response process to help them navigate major service outages. We had many experienced engineers who had been part of on call rotations at other companies, we ran basic postmortem exercises and overall our frequency and duration of outages was pretty good for a company of our size.
No software developer wakes up in the morning excited to write a bunch of code that will be re-written a few sprints later. When a customer has a feature idea, it’s not really because they want that particular feature. But most of your customers probably aren’t product managers. Why do product teams become feature factories?
Try these inbound/outbound efforts exercise by dividing your PM activities into either an “inbound effort” or “outbound effort” bucket. Positioning. Customercommunication/experience. Customer interviews. This exercise enables you to audit your own activities and see if you’re spending enough time on strategy.
SnapComms is a medium-sized New Zealand software company who wanted to evolve its sales-led culture into a market-led culture. Discarding ideas with low customer or business value when it is the cheapest to do so, in order to focus on the ideas with the highest in-market viability and for the business.
Make sure you’re exercising the right instinct for the right circumstances. So you’re just using your own judgment, like in a meeting or workshop or whatever, then you can use your own judgment to one, accurately predict what your customers need, want and value. And then two, design the right solution for them.
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