» Every decision is a trade-off — deciding what not to do is just as important as deciding what to do
» A good product vision captures customer, user, value proposition and links to organisational objectives
» Interrogate your goals: “For this to happen, what must be true?”, then mark which are facts or assumptions
» Avoid jumping on the first idea — check what problem we think it solves, then ask, “How else could we do this?”
» Frameworks help to spur thinking; they don’t provide the answers
» “I would be nothing without my dev teammates, but my devs would probably get on pretty well without me.”
» Use frameworks with discretion – and expect a bit less of them
» Plans for the short and long term are often easier to define than those for the medium term (1-3 quarters)
» A North Star Metric is a leading indicator of sustainable growth
» It is the single metric that best captures the core value that your product delivers to customers
If you’d have told me that August’s ProductTank London on analytics and decision-making would be one of the most risqué to-date, I’d have struggled to believe you. Take a look at the recap I wrote over on Mind the Product’s blog.
