- MP3 CD
- Publisher: Audible Studios on Brilliance Audio; Unabridged edition (May 22, 2018)
- Language: English
- ISBN-10: 1978631626
- ISBN-13: 978-1978631625
- Product Dimensions: 6.8 x 5.5 x 0.5 inches
- Shipping Weight: 2.7 ounces (View shipping rates and policies)
- Customer Reviews:
- Amazon Best Sellers Rank: #1,536,604 in Books (See Top 100 in Books)
Inspired Unabridged Edition
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It is the best articulation of how to be successful in product management and how to create successful products that I have ever read. It is impossible not to run into into insights about challenges you are having or have had as a product manager when reading it. (This can be a little creepy, how does he know about all these mistakes I have made, is he a psychic?)
Do you want to get a job as a product manager? Read and re-read Marty’s book and steal at least a few of his insights for the interview - you’ll sound like a genius.
Some of the topics that resonated for me (I’m sure there will be different ones for you):
-Product management is distinct from other essential roles: design, engineering, product marketing, and project management (Chapter 1).
-Two inconvenient truths that often cause failed product efforts are: at least half our ideas are just not going to work (customers ultimately won’t use it - which is why you need customer validation early in the process) and it takes several iterations to implement an idea so that it delivers the necessary business value (Chapter 6).
-The three overarching product development principles from Lean and Agile which help you create successful products are (Chapter 7)
-Risks should be tackled up front, rather than at the end.
-Products should be defined and designed collaboratively, rather than sequentially.
-Its is all about solving problems, not implementing features.
-You need a team of missionaries, not mercenaries to create the smallest possible product that meets the needs of a specific market of customers (Chapter 8,9).
-A product manager must bring four critical contributions to their team (Chapter 10):
1) of your customer
2) of the data
3) of your business and its stakeholders
4) of your market and industry
-Product managers (PMs) need product designers - not just to help make your product beautiful - but to discover the right product (Chapter 11).
-Typical product roadmaps are the root cause of most waste and failed efforts in product organizations (Chapter 22). It is all too easy to institute processes that govern how you produce products that can bring innovation to a grinding halt. You need to try to wean your organization off of typical product roadmaps by focusing on business outcomes, providing stakeholders visibility so that they know you are working on important items, and by eventually making high-integrity commitments when critical delivery dates are needed (Chapter 60). Part of this is managing stakeholders which includes engaging them early in the product discovery process ideally with high-fidelity prototypes (Chapter 61).
-Products should start with a product vision in which the product team falls in love with the problem, not the solution (Chapter 25).
- Strong product teams work to meet the dual and simultaneous objectives of rapid learning and discovery while building stable and solid releases in delivery. Product discovery is used to address critical risks: (Chapter 33)
-Will the customer buy this, or choose to use it? (value risk)
-Can the user figure out how to use it? (usability risk)
-Can we build it? (feasibility risk)
-Does the solution work for our business? (business viability risk)
- PMs can’t rely on customers (or executives or stakeholders) to tell us what to build: customer doesn’t know what’s possible, and with technology products, none of us know what we really want until we actually see it (Chapter 33).
- While Amazon has a culture of “write the press release first”, Marty suggests PM should write a “happy customer letter first." Imagine a letter sent to the CEO from a very happy and impressed customer which explains why he or she is so happy and grateful for the new product or redesign. The customer describes how it was changed or improved his or her life. The letter also includes an imagined congratulatory response from the CEO to the product team explaining how this has helped the business (Chapter 36).
- Product managers need to consider the role of analytics and qualitative and quantitative value testing techniques (Chapter 54).
- What it really means for a PM to be the CEO of Product is testing business viability: listening to Marketing, Sales, Customer Success, Finance, Legal, BD, Security, etc. before building the product (Chapter 56).
-Establishing a strong product culture requires (Chapters 66-67)
-Innovation culture: compelling product visions, strong product managers, empowered business and customer savvy teams product teams often in discovery
-Execution culture: urgency, high-integrity commitments, accountability, collaboration, results orientation, recognition, strong delivery management, frequent release cycles
(and it is hard to do both)
As a product manager who is just starting in the role, I find it useful as one could find useful a history book, I was expecting more information about the actual day to day of a product manager.
This is the book is the best one I have found for people wanting to know what it really takes -- the steps in building a new technology product.
This is particularly helpful as it is easy to think of product management and development to be more art and inspiration than science and hard work. This is because much of the hard work is hidden from engineers, marketers and others. There is a lot of hard work, can't be skipped steps and complexity associated with product development and this book brings all of this out.
This book is more of a guide and methodology book that tells you like it is rather than telling you a story. This can make a first reading a little taxing, but the real value is in coming back to this text to plan a product development project, check your progress and know what comes next.
Top international reviews
Some things that weren’t addressed in this addition were things like measuring product manager performance; how discovery fits it with larger orgs need for business cases etc (in any detail); how things like stakeholder management is done with many product managers across many products when those stakeholders are the same individuals, or you have multiple stakeholders (eg. VP sales) in multiple geographies. This isn’t a knock on the book, but there are always realities that need to be accounted for.
Definitely worth reading for any product manager or product leader. The techniques listed are extremely helpful and the clarity that comes through the first half of the book on org design, objective setting etc is brilliant.
It is the only book on Product Management that I recommend and I sometimes feel like I'm pushing it onto people but it really is that good.
Whilst a significant amount of the book is focused on the importance of solving customer problems - outcomes over outputs, which is the theme of a lot of product books around, there are 67 chapters covering:
> The different growth stages of tech companies, lessons and some really good success stories from Product Managers of Google, Adobe, BBC, Microsoft, Netflix and Apple
> The challenges and the reality of being a Product Manager
> The different roles of the Product/Agile team, supporting roles and additional leadership roles needed as you scale
> Tones of advice about product vision strategy and KPIs
> Huge amounts of discovery and transformation techniques
> Stakeholder management
And it also accurately describes the top reasons for loss of innovation and loss of velocity.
And this isn't a book you'll read once and then stick on the bookshelf. You'll keep going back to it. It really is inspired.
Good for a newcomer to product management, but with plenty of new insight for someone more experienced too.
Apesar disso, tem muita coisa boa aqui que eu não havia lido à respeito em outras obras. Os melhores capítulos na minha opinião foram:
Parece muito neh? Realmente, muita coisa aqui merece ser lida com cuidado.
O que mais me chamou à atenção foi a importância de envolver engenheiros na etapa de Discovery ( o autor repete isso umas 5 vezes) e a comparação ao final da obra que ressalta as diferentes competências necessárias entre as etapas de Discovery e Execution. Apesar de breves e pouco detalhados, os cases de sucesso de alguns Product Manager são inspiradores.
Quando dou 4 estrelas, considero que a obra poderia ser melhor, mas mesmo assim aprendi bastante e a leitura é válida.
The best product management book I have ever read. Whatever your role in a tech organisation, you’ll be forever grateful you read this quality book.
'You just end up reading everything twice.'