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Product Discovery Playbook

The Product Coalition

Product Discovery is an exercise in working out whether there are customers that want the product (or feature) you’re working on and that you can deliver a solution to them. Product Discovery comes in different shapes and sizes, depending on the situation. Why do a Product Discovery? Feasibility?—?can

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3 Empowerment Levels in Product Management

Roman Pichler

Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and product strategy, as the model in Figure 1 shows. [1]

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Product in Practice: Mapping Opportunities at trivago

Product Talk

A lot of product teams claim to be focused on their users. This is why Teresa talks about continuous discovery in terms of forming new habits. It’s not so much about becoming perfect at continuous discovery (because there really isn’t such a thing). Have a Product in Practice story you’d like to share with Product Talk readers?

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Leveraging New Technologies: 3 Tips for Product People

Roman Pichler

Listen to the audio version of this article: [link] Make Time to Keep up with Technology Trends As new technologies come and go, it’s important for you—the person in charge of the product—to stay on top of the developments. You talk to the development team, and the team members suggest that machine learning is likely to be the right solution.

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Product Discovery Anti-Patterns Leading to Failure

The Product Coalition

TL; DR: Product Discovery Anti-Patterns Scrum has proven to be an effective product delivery framework for all sorts of products. However, Scrum is equally well suited to build the wrong product efficiently as its Achilles heel has always been the product discovery part. Participation is free.)

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Scaling a Product Organization

The Product Guy

Guest Post by: Carlos Ruiz (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Nis Frome]. For product leaders, that means taking a step back to build a team that can be customer-centric and deliver ongoing innovation to the market. Low accountability Limited visions of the product by PMs.

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Insight From Marty Cagan’s Coach the Coaches Workshop (Part 2)

The Product Coalition

But every now and then, for example, when I share the insights with my customers (many of them wanted to use our time together to simply hear how it was), I remember what a great privilege it was to attend this workshop, and I feel truly grateful. One of the best outcomes is of course the networking that happened during these three days.