Free Ebook Inspired: How to Create Tech Products Customers Love, Second Edition
Free Ebook Inspired: How to Create Tech Products Customers Love, Second Edition
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Inspired: How to Create Tech Products Customers Love, Second Edition
Free Ebook Inspired: How to Create Tech Products Customers Love, Second Edition
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Audible Audiobook
Listening Length: 7 hours and 45 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Audible Studios
Audible.com Release Date: March 20, 2018
Whispersync for Voice: Ready
Language: English, English
ASIN: B07BDQVC45
Amazon Best Sellers Rank:
The second edition of Inspired is even better than the first (which used to be my favorite product management book).It is the best articulation of how to be successful in product management and how to create successful products that I have ever read. It is impossible not to run into into insights about challenges you are having or have had as a product manager when reading it. (This can be a little creepy, how does he know about all these mistakes I have made, is he a psychic?)Do you want to get a job as a product manager? Read and re-read Marty’s book and steal at least a few of his insights for the interview - you’ll sound like a genius.Some of the topics that resonated for me (I’m sure there will be different ones for you):-Product management is distinct from other essential roles: design, engineering, product marketing, and project management (Chapter 1).-Two inconvenient truths that often cause failed product efforts are: at least half our ideas are just not going to work (customers ultimately won’t use it - which is why you need customer validation early in the process) and it takes several iterations to implement an idea so that it delivers the necessary business value (Chapter 6).-The three overarching product development principles from Lean and Agile which help you create successful products are (Chapter 7) -Risks should be tackled up front, rather than at the end. -Products should be defined and designed collaboratively, rather than sequentially. -Its is all about solving problems, not implementing features.-You need a team of missionaries, not mercenaries to create the smallest possible product that meets the needs of a specific market of customers (Chapter 8,9).-A product manager must bring four critical contributions to their team (Chapter 10): Deep knowledge 1) of your customer 2) of the data 3) of your business and its stakeholders 4) of your market and industry-Product managers (PMs) need product designers - not just to help make your product beautiful - but to discover the right product (Chapter 11).-Typical product roadmaps are the root cause of most waste and failed efforts in product organizations (Chapter 22). It is all too easy to institute processes that govern how you produce products that can bring innovation to a grinding halt. You need to try to wean your organization off of typical product roadmaps by focusing on business outcomes, providing stakeholders visibility so that they know you are working on important items, and by eventually making high-integrity commitments when critical delivery dates are needed (Chapter 60). Part of this is managing stakeholders which includes engaging them early in the product discovery process ideally with high-fidelity prototypes (Chapter 61).-Products should start with a product vision in which the product team falls in love with the problem, not the solution (Chapter 25).- Strong product teams work to meet the dual and simultaneous objectives of rapid learning and discovery while building stable and solid releases in delivery. Product discovery is used to address critical risks: (Chapter 33) -Will the customer buy this, or choose to use it? (value risk) -Can the user figure out how to use it? (usability risk) -Can we build it? (feasibility risk) -Does the solution work for our business? (business viability risk)- PMs can’t rely on customers (or executives or stakeholders) to tell us what to build: customer doesn’t know what’s possible, and with technology products, none of us know what we really want until we actually see it (Chapter 33).- While Amazon has a culture of “write the press release firstâ€, Marty suggests PM should write a “happy customer letter first." Imagine a letter sent to the CEO from a very happy and impressed customer which explains why he or she is so happy and grateful for the new product or redesign. The customer describes how it was changed or improved his or her life. The letter also includes an imagined congratulatory response from the CEO to the product team explaining how this has helped the business (Chapter 36).- Product managers need to consider the role of analytics and qualitative and quantitative value testing techniques (Chapter 54).- What it really means for a PM to be the CEO of Product is testing business viability: listening to Marketing, Sales, Customer Success, Finance, Legal, BD, Security, etc. before building the product (Chapter 56).-Establishing a strong product culture requires (Chapters 66-67) -Innovation culture: compelling product visions, strong product managers, empowered business and customer savvy teams product teams often in discovery -Execution culture: urgency, high-integrity commitments, accountability, collaboration, results orientation, recognition, strong delivery management, frequent release cycles (and it is hard to do both)
If this is the only book you read on developing technical products you will be ill informed. There is really little new here from when I read the first edition several years ago. Most of the thinking and approach is still mired in a project perspective and delivering outputs. The emergent principles and practices of agile/lean product development are for the most part ignored. There is much better information out there. I would suggest Lean Enterprise or the Lean Product Playbook as much better jumping off points and references.
This book has a lot of good information about product management. In my opinion it’s mostly theory of a perfect product management world, I feel like it was written for a startup with millions of venture capital to spend on an iPhone app with thousands of customers.As a product manager who is just starting in the role, I find it useful as one could find useful a history book, I was expecting more information about the actual day to day of a product manager.
Product Management and development is critical to organizations in the digital world. Understanding the approaches, steps and techniques related to product development is critical. This book provides a detailed, direct and no-nonsense approach that people who are new to product management need.This is the book is the best one I have found for people wanting to know what it really takes -- the steps in building a new technology product.This is particularly helpful as it is easy to think of product management and development to be more art and inspiration than science and hard work. This is because much of the hard work is hidden from engineers, marketers and others. There is a lot of hard work, can't be skipped steps and complexity associated with product development and this book brings all of this out.This book is more of a guide and methodology book that tells you like it is rather than telling you a story. This can make a first reading a little taxing, but the real value is in coming back to this text to plan a product development project, check your progress and know what comes next.
Though this book is ideal for product managers it is also excellent for anyone involved in building products. While the first book helped us shape our approach to building products at Workiva, the second edition has helped to clarify and refine many of those processes as we have scaled. I think this is also a great book for engineers and engineering managers as it captures many other aspects of how outstanding product teams work together. I always appreciate Marty's clear and concise writing style and his ability to break down complex concepts into very simple ideas and patterns. The included profiles of some outstanding product people help to show how these principles work in real life and are not just abstract concepts. This is the best book I have seen to date on building great products and great product teams!
This book is a must-read for a Product Manager and I consider it as my personal bible for Product. In a world where the PM role is so loosely defined and varies greatly between companies and teams, Marty's focus on creating value for customers in a way that works for the business is spot on.Following the wisdom in this book has helped me become a better product leader, focus on what matters at my work, grow my product and team and even land job multiple offers from companies big and small. I go back to this book often and got a copy of it for my CEO & COO. Don't expect this book to solve your problems, but to help you lay the land and focus on the important things.
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