INSPIRED

Outcome‐based roadmaps are essentially equivalent to using a business objective–based system such as the OKR system. It's the format that's different more than the content.

These are called outcome‐based roadmaps.

Modern product marketing managers represent the market to the product team—the positioning, the messaging, and a winning go‐to‐market plan. They are deeply engaged with the sales channel and know their capabilities, limitations, and current competitive issues.

Rather than being measured on the output of their design work, the product designer is measured on the success of the product.

Just as you need to know the language of computing, you also need to know the language of business. If you have never done so, you need to take a course in the basics of business finance.

To be absolutely clear, the product manager is not the boss of anyone on the product team.

We need teams of missionaries, not teams of mercenaries.

It doesn't matter how good your engineering team is if they are not given something worthwhile to build.

weak at innovation; some are strong at innovation and just okay at execution; and a depressing number of companies are poor at both innovation and execution (usually older companies that lost their product mojo a long time ago, but still have a strong brand and customer base to lean on)

think of product culture along two dimensions. The first dimension is whether the company can consistently innovate to come up with valuable solutions for their customers. This is what product discovery is all about.
The second dimension is execution. It doesn't matter how great the ideas are if you can't get a productized, shippable version delivered to your customers. This is what product delivery is all about