I was hoping to get my hands on the book Crossing the Chasm by Geoffrey A Moore. Then I saw this piece of review in Amazon:
Here is Moore's important insight in one sentence: "Don't celebrate your victory in a market after becoming the market leader with pioneer consumers; as the mass market develops and all the competitive offerings have adequate performance, the new consumers won't care about the advanced features that your organization is exquisitely tuned to produce but rather ease of setup, ease of use, and low cost."
Should I still read the book? What do you think?
Wednesday, December 26, 2007
Friday, December 14, 2007
Creative Leadership
Just finished listening to the podcast from Accidental Creative on Creative Leadership - an apisode about product and process. It served me as a great reminder.
Responsibilities of creative leaders
1. Bust the black boxes, build trust.
Do you call out to your people on what the organization is about and what the product is about? Do they have absolute CLARITY on what it takes to succeed and what is considered a failure? How transparent is your leadership?
Do your people know their role in the bigger picture?
2. Beware of derivation creep.
Take a look at the work that your people are doing - how much of their work is actually aligned to the organization vision and goals? Even if they are off the course by 1 degree - which does not seems to matter at first - over a long period of time the distance from the goal will become significant.
3. Be the first to take the fall.
No.1 in the leader's oath - be accountable for all failures, no excuses.
4. Give credits when it's due.
Celebrate success - tell people when things are done right, tell people even when their thoughts are aligned with your goals or the organization's vision.
Responsibilities of creative leaders
1. Bust the black boxes, build trust.
Do you call out to your people on what the organization is about and what the product is about? Do they have absolute CLARITY on what it takes to succeed and what is considered a failure? How transparent is your leadership?
Do your people know their role in the bigger picture?
2. Beware of derivation creep.
Take a look at the work that your people are doing - how much of their work is actually aligned to the organization vision and goals? Even if they are off the course by 1 degree - which does not seems to matter at first - over a long period of time the distance from the goal will become significant.
3. Be the first to take the fall.
No.1 in the leader's oath - be accountable for all failures, no excuses.
4. Give credits when it's due.
Celebrate success - tell people when things are done right, tell people even when their thoughts are aligned with your goals or the organization's vision.
Wednesday, December 5, 2007
About the most successful product manager in history
He had a salesman's enthusiasm for the product, an evangelist's bible-thumping passion, a zealot's singularity of purpose, and a poor kid's determination to make his business a success.
On Steve Jobs, from the book Icon (the greatest second act in the history of business).
Subscribe to:
Posts (Atom)