Childhood doesn’t slam doors. It slips out quietly while you're busy making lunches and answering emails.
Re-reading tricks you into feeling smart; retrieval is the only thing that actually builds knowledge you can use.
From flashcards to forgetting everything—how I built Etch to help ideas actually stick instead of fade away.
The way a product team moves quickly, delivers value, and achieves perfection.
The Strategic Importance of Domain Fidelity in Software Development
Removing too much friction can hurt user safety, impact other features, or cause system failures. Balance friction reduction with your product goals.
Six proven frameworks—Voice of Customer, Jobs to be Done, Follow Me Home, Focus Groups, SPIN, and Four Helpful Lists—for conducting effective customer interviews.
Companies with the same problem space but different market spaces will eventually compete as they grow. Plan for future overlap now or risk becoming the next Blackberry.
Product managers fall prey to six default behaviors that kill innovation. Organize your work to actively resist these traps.
GPT-3 shows us how creating better primers—the right medium, direction, and quality—helps product managers generate novel and valuable solutions.
Build a product sieve using problem statements, vision, and sieve questions to separate high-quality ideas from low-quality ones.
Write in public from day one to generate better ideas, let people read your mind, and build team ownership of product decisions.
Stop working on valueless features by creating a product sieve that filters high-value ideas from motion without results.
Great product managers understand that mental models and abstractions are useful but imperfect representations of reality. Build better maps of your domain.
Product managers own the "what" by living in problem space—understanding target customers, their needs, and value proposition—while engineering focuses on the "how."
Stop doing low-leverage tasks and start working on things that provide 80% of value for 20% of work by casting vision and setting clear expectations.
Teams waste time debating trivial issues while ignoring complex, important decisions. Force people to write and think deeply to solve this.
Use inversion thinking to ensure your team works on high-impact features by defining what success looks like and what will guarantee failure.