56: The coffee shop problem

During a class I was giving the other day over at Edtech, we were looking at possible risks that might affect the theoretical products we were discussing. One team of students was hotly debating the relative importance of one of the risks. They couldn’t agree how much of a problem it would be if they discovered that something similar already existed on the market. I call this The Coffee Shop Problem.

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The benefits of open and transparent data

I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This bit is about the benefits of open and transparent data. The last bit was about how UK government digital services gather and use evidence.

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Q&A: what sources of information should people use to build products?

Here’s a question I was asked recently:

What sources of information do you suggest folks building their product plans today rely on, so that they can get the evidence they need to build the product that will meet the needs of end users?

Read on for my answer:

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Q&A: what kinds of questions should I be asking in discovery?

I was recently asked this question:

During the problem exploration phase, what kind of questions should I be asking and how do I go from 1000 problems to the core problems that will unlock the solution?

Read on for my answer:

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How UK government digital services gather and use evidence

I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This bit is about how UK government digital services gather and use evidence. The last bit was about why we can’t help jumping to conclusions.

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Q&A: how closely aligned should product organisations be with marketing and personas?

Here’s another question I was asked recently:

If you’re concerned about buyer needs and their objectives, how closely aligned do you suggest product organisations should be with marketing and with the persona development to ensure they are creating a solution that does meet those needs in the market?

Read on for my answer:

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Why we can’t help jumping to conclusions

I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment.

This bit is about why we can’t help jumping to conclusions. The last bit was about expensive and risky assumptions (and why you should check them).

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Q&A: how much evidence is sufficient for decision-making?

I was recently asked this question:

Do you have a rule of thumb for deciding how much evidence is sufficient for decision-making?  I often see decisions made on the basis of a sample of one.

Read on for my answer:

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Expensive and risky assumptions (and why you should check them)

I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This bit is about expensive and risky assumptions (and why you should check them).

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