1. 4. Product Management Process
1.1. Marquetly Product Initiatives
1.2. 15. Product Kata
1.2.1. Product Kata
1.2.2. Context Matters
1.3. 16. Understanding Direction & Setting Success Metrics
1.3.1. Product Metrics
1.3.2. Pirate Metrics
1.3.2.1. pirate metrics
1.3.3. The HEART Framework
1.3.4. Setting Directions with Data
1.4. 17. Problem Exploration
1.4.1. Understanding the Problem
1.4.2. Users Don't Want an App
1.4.3. Breaking Down Barrieirs & Getting Creative
1.4.4. Validating The Problem
1.5. 18. Solution Exploration
1.5.1. Experimenting to Learn
1.5.1.1. Concierge
1.5.1.2. Wizard of Oz
1.5.1.3. Conept Testing
1.5.2. When You Don’t Need to Experiment
1.5.3. Experimenting in Complex Industries
1.5.4. Experimenting on Internal Products
1.5.5. Choosing the Right Solution at Marquetly
1.5.5.1. Product Kata
1.6. 19. Building & Optimizing Solution
1.6.1. Evolving the Product Vision
1.6.2. Prioritizing Work
1.6.2.1. cost of delay
1.6.3. The Real Definition of Done
2. 1. The Build Trap
2.1. Intro
2.1.1. The build trap is when organizations become stuck measuring their success by outputs rather than outcomes
2.1.2. It’s when they focus more on shipping and developing features rather than on the actual value those things produce
2.1.3. Everyone is so focused on shipping more software that they lose sight of what is important
2.1.3.1. producing value for customers
2.1.3.2. hitting business goals
2.1.3.3. innovating against competitors
2.1.4. To get out of the build trap , you need look at the entire company , not just at the development team
2.1.5. What a product-led organization does
2.1.5.1. Are you optimizing your organization to continually produce value?
2.1.5.2. Are you set up to grow and sustain products as a company?
2.1.6. How you can set up a product management organization to look for opportunities that maximize business and customer value
2.2. 1. Value Exchange System
2.2.1. Companies end up in the build trap when they misunderstand value
2.2.1.1. Instead of associating value with the outcomes they want to create for their businesses and customers, they measure value by the number of things they produce
2.2.2. The customer realizes value only when these PROBLEMS are resolved and these WANTS and needs are fulfilled. Then do they provide value back to the business
2.2.2.1. The value exchange
2.2.3. Value, from a business perspective, is pretty straightforward. It’s something that can fuel your business: money, data, knowledge capital, or promotion
2.2.3.1. The value exchange realized
2.2.4. Every feature you build and any initiative you take as a company should result in some outcome that is tied back to that business value
2.2.5. Products and services are not inherently valuable . It’s what they do for the customer or user that has the value — solving a problem , for example , or fulfilling a desire or need
2.2.6. When companies do not understand their customers ’ or users ’ problems well , they cannot possibly define value for them
2.2.6.1. Instead of doing the work to learn this information about customers, they create a proxy that is easy to measure
2.2.6.2. “Value” becomes the quantity of features that are delivered, and, as a result, the number of features shipped becomes the primary metric of success
2.2.7. The Value Exchange System
2.3. 2. Constraints on Value Exchange
2.4. 3. Projects vs Products vs Services
2.5. 4. Product Led-Organization
2.5.1. Sales-Led
2.5.2. Visionary-Led
2.5.3. Technology-Led
2.5.4. Product-Led
2.6. 5. What We Know & What We Don't
2.6.1. Knowns and Unknowns
3. 2. Role of Product Management
3.1. 6. Bad PM Archetypes
3.1.1. The Mini-CEO
3.1.2. The Waiter
3.1.2.1. Product death cycle
3.1.3. The Former Project Manager
3.2. 7. Great PM
3.2.1. Product Roles
3.2.2. Tech Expert vs Market Expert
3.2.3. Great PM
3.2.4. Start With Why
3.2.5. One Role, Many Responsabilities
3.3. 8. PM Career Path
3.3.1. Associate Product Manager
3.3.2. Product Manager
3.3.3. Senior Product Manager
3.3.4. Director of Product
3.3.5. VP of Product
3.3.6. Chief Product Officer
3.4. 9. Organising Your Teams
3.4.1. Marquetly's Product Team
3.4.1.1. Final state of product organization
4. 3. Strategy
4.1. Netflix Example
4.1.1. Netflix Strategy (2007)
4.2. 10. What is Strategy
4.3. 11. Strategic Gaps
4.3.1. Knowledge Gaps
4.3.1.1. knowledge gap
4.3.2. Alignment Gaps
4.3.2.1. alignment gap
4.3.3. Effect Gaps
4.3.3.1. effect gap
4.3.4. Autonomous Teams
4.4. 12. Creating Strategic Framework
4.4.1. Strategy Deployment
4.4.1.1. strategy deployment levels
4.4.2. Strategy Creation
4.4.2.1. Toyota Kata Practice
4.4.2.2. Product Kata
4.5. 13. Vision & Intents
4.5.1. Company Vision
4.5.2. Strategic Intents
4.5.2.1. framework for thinking about value
4.5.2.2. Marquetly strategic intents
4.5.2.3. Marquetly strategic intents & product initiatives
4.6. 14. Product Vision & Portfolio
4.6.1. Product Vision
4.6.2. Product Portfolio
5. 5. Product Led-Organization
5.1. 20. Outcomes-Focused Communication
5.1.1. Cadences and Communication
5.1.2. Roadmaps and Sales Teams
5.1.3. Product Operations