Posts Tagged with "empowered"

Reference #293: Empowered

Many companies view technology as a cost centre rather than the core business enabler.Read more →

On leadership, executive coach Bill Campbell said the following: "Leadership is about recognising that there's a greatness in everyone, and your job is to create an environment where that greatness can emerge.Read more →

Reference #295: Empowered

There are three important differences separating strong companies from the rest:Read more →

Reference #296: Empowered

Product strategy is, for many companies, non-existent. Product teams are instead often working off a roadmap of features prioritised by business stakeholders.Read more →

Reference #297: Empowered

The goal of product discovery is to discover a solution that your customers love and that work for your business.Read more →

Reference #298: Empowered

Companies that don't understand the role of technology and their business rarely spend less than those who do. Instead, they often spend and waste more.Read more →

Reference #299: Empowered

The role of a CIO (or Head of IT) differs greatly from the role of a CTO (or Head of Engineering). While a CTO leads a product engineering organisation that should serve the customer, a CIO is there to serve the business.Read more →

Reference #300: Empowered

The responsibilities of leaders and managers are different, even though both roles may be covered by the same person.Read more →

Reference #301: Empowered

The product vision serves as the shared goal for your organisation. It usually lies three to tens years out; it describes the future you were trying to create and how it improves the lives of your customers.Read more →

Reference #302: Empowered

Communicating product vision, principles, and strategy is a critical role of leaders.Read more →

Reference #303: Empowered

Weak first-level people management is the main cause of weak product companies.Read more →

Reference #304: Empowered

Cagan and Jones wrote their book to be as close as possible to experiencing a series of one-on-one coaching sessions.Read more →

Reference #305: Empowered

Despite managers and leaders being responsible for building effective teams, the technology industry focuses little on developing their skills and competencies.Read more →

Reference #306: Empowered

Developing people is the most important job of a manager. Even more than the success of your products, your own job performance should be measured on the success of your team members.Read more →

Reference #307: Empowered

To be effective, a product manager must have product knowledge. This is where she must spend most of her learning time during the onboarding process. Gaining this knowledge usually requires two to three months of ramp up time.Read more →

Reference #308: Empowered

A tech lead is a senior-level engineer with the responsibility of participating in ongoing product discovery. She is a key partner to a team's product manager and designer.Read more →

Reference #309: Empowered

Design leaders often need to educate others on what strong product design is and how designers contribute to creating successful products. This is because many product managers and engineers haven't had the opportunity to work closely with a product designer.Read more →

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