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Mind the Product

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Building for change: When transformation and product management meet

Product Development

What are product features? Definition, examples, and 5 types

B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Management Career

Product Strategy

Stakeholder Management

🌎 <a href="https://www.mindtheproduct.com/world-product-day/" style="color:#FFFFFF;text-decoration:underline;">Happy World Product Day!</a> Be sure to celebrate product, yourself, and your peers today! 🎉

Why teams often struggle with OKRs: A conversation with Jeff Gothelf

Lessons from my first year as a Prod Ops Manager

How Google makes AI work at Enterprise scale – Miku Jha (Director, AI/ML and Generative AI, Google Cloud)

5 ways to invent and simplify as an AI/ML product manager

Eira Hayward

Today’s Sunday Rewind takes us back a few years to a post written by MTP Co-founder Martin Eriksson that delves into the causes of friction between teams in a business. Friction between teams kills momentum and speed. It&#8217;s bad for business and is the reason why we have libraries full of project management books and methodologies and the like.
But, as Martin says, if you remove dependencies between teams and introduce autonomous product teams, then there’s no cause for friction.
<a href="https://www.mindtheproduct.com/tag/sunday-rewind/" target="_blank" rel="noopener">Read more articles in our Sunday Rewind series.</a>
Each cross-functional team should have all the skills and know-how to execute their objectives. It’s therefore helpful to think in detail about what skills you really need in your team to make it successful, says Martin. It’s also important to consider how to map out that diversity so you ensure you bring in different contexts, experiences, and insights to your team too.
It means casting aside outdated methods of management and empowering these teams. After all, we’re all motivated by autonomy. As Martin says: “At the end of the day, your team is smarter than you are, it has more information than you do, it is closer to the problem than you are, and closer to the customer than you are. So why are you telling your team what to do?”
Autonomy means that the business stays nimble and everyone is involved and accountable. Martin adds that leadership still has a huge role to play in setting the vision, the mission, and the goals that teams are tasked with executing so that those autonomous teams have guardrails within which to operate.
Read <a href="https://www.mindtheproduct.com/team-smarter-autonomous-product-teams-work-better/" target="_blank" rel="noopener">Your team is smarter than you are: why autonomous product teams work better</a> in full to get a complete understanding of the benefits of this approach.

core/freeform

Product Management Skills

How to keep your head about generative AI (when everyone is losing theirs) by Claire Woodcock

How to F.A.I.L. better in product by Marc Abraham

10 years Wiser: Lessons learned from scaling Wise by Nilan Peiris

Fighting product-market drift by Dave Wascha

Experiment like a boss by Merissa Silk

How to find out what your customers want by Janet Bumpas

All product management should be focused on growth by Partho Ghosh

Product, dance, and pockets of brilliance by Pippa Topp

A quick look at decision supervision by Lucy Spence

Identify and manage imposter syndrome by Phyllis Njoroge

SUNDAY REWIND: Your team is smarter than you are: why autonomous product teams work better

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SUNDAY REWIND: Your team is smarter than you are: why autonomous product teams work better

Eira Hayward

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