Book 55 of 141

    From the library

    Inspired

    Marty Cagan, 2008

    In one paragraph

    Why do some products make the leap to greatness while others don’t?

    Creating inspiring products begins with discovering a product that is valuable, usable, and feasible. If you can’t do this, then it’s not worth building anything.

    • How do you decide which product opportunities to pursue?

    • How do you get evidence that the product you’re going to ask your engineering team to build will be successful?

    • How do you identify the minimal possible product that will be successful?

    • How do you manage the often conflicting demands of company execs, customers, sales, marketing, engineering, design, and more?

    • How can you adapt Agile methods for commercial product environments?

    Product management expert Marty Cagan answers these questions and hundreds more as he shares lessons learned, techniques, and best practices from working for and with some of the most successful companies in the high-tech industry. You’ll find that there’s a very big difference between how the very best companies create products and all the rest.

    Where this sits in the operating system

    Right People First

    People & Relationships

    Systematic Operations

    Systems Over Goals

    Feedback Loops

    Systems Over Goals

    Key insights

    Most product ideas fail. The job is discovering which ones will not, before building at scale.

    Feature roadmaps are the symptom of an output culture. Empowered teams are given problems and outcomes instead.

    Product, design and engineering discovering together, in the same room, is the structural claim the rest depends on.

    The same idea, argued differently

    Ryan Deiss

    Julie Zhuo

    Masaaki Imai

    Reed Hastings, Erin Meyer

    The full breakdown

    Before you close this

    Naming the specific moment you will act roughly doubles the odds you do.

    Reference

    Author
    Marty Cagan
    Published
    2008
    Category
    Business

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