Weeknotes 332
This week I did:
Sales process
I’ve been designing a sales process that works like an ever-increasing cycle of bringing in new opportunities and maintain a long term relationship with corporate partners to encourage them to take up over opportunities with us.
A clockwork butterfly
This week’s irregular ideas newsletter was about cause and effect, unpredictability and how we confuse the two when we think about technology.
I read:
The Phoenix Project
I was sent a gift. The Phoenix Project is a book about DevOps, which might have some ideas to contribute to solving a problem we’re facing. The problem is, how do we control changes to the website to ensure a consistent user experience without creating barriers and gatekeeping changes.
Systems Change: Why it Matters
This article from the Chandler Foundation about changing systems is interesting because of how it talks about mental models as an essential way of understanding how systems work. How people think about what happens within the system is just as important part of the system as things like government policies or logistics supply chains.
And I thought about
Afrofuturism as a framework for technology charities
I’ve started learning about Afrofuturism as offering an alternative view of futurism to the dominant Silicon Valley tech-optimist approach. Afrofuturism asks, who gets left behind? It takes a more equitable approach to how tech gets used. I’ve got a lot to learn but it’ll be interesting to see if it helps me figure out more about technology charities.
Content-First
Learning about content design is one of my objectives for next year. I’ve started to map different aspects I’d like to learn about. One of the questions I’ve started to think about is whether it makes sense for content to come first and the design adapted to fit or for the design to be first and content created to fit the design.
What’s the difference between leadership and management?
Leadership is about inspiring and motivating people to reach a common goal, while management is about organizing and coordinating tasks, resources, and people to ensure objectives are met. Leadership focuses on the “big picture” and vision, while management focuses on the details and implementation of the plans. Leadership is about influencing and inspiring, while management is about controlling and supervising. Leadership is about setting a direction and making decisions, while management is about making sure tasks and processes are completed. Leadership is about inspiring change, while management is about maintaining stability.
How do you overcome product failures/challenges or poor feedback?
- Analyze data: Gather and review all available data related to the product failure or poor feedback, such as customer surveys, product reviews, and market research. This will help you determine the root cause of the issue.
- Take corrective action: Use the data to identify and implement corrective measures to address the issue.
- Communicate with customers: Reach out to customers who had a negative experience and try to understand their perspective.
- Reassess and iterate: Monitor how your changes are working, and make adjustments and iterate as needed.
- Learn from feedback: Use both negative and positive feedback to make product improvements. Encourage customer feedback and use it to inform future product decisions.
How would you explain Product Management to a 5-year-old?
Product Management is like being a chef. You have to come up with the recipe for a delicious dish and make sure that all the ingredients are in the right place. You also have to manage the kitchen and make sure that the kitchen is working well and that the dish tastes just right.
How do you know if a product is well designed?
A well designed product is one that meets the needs of its users. It should be intuitive, aesthetically pleasing, and have features that are relevant to the intended purpose. Additionally, it should be easy to use and maintain, and have a long lifespan.
What do companies look for in a new Product Manager?
- Technical Knowledge and Expertise: Companies look for product managers who have a deep understanding of the technical aspects of their product. This includes knowledge of coding languages, software development, and design.
- Business Acumen: Companies want product managers who understand the business side of their product, such as market trends, customer needs, and developing strategies to increase profitability. They should also be able to develop pricing strategies, create go-to-market plans, and manage the product portfolio.
- Communication Skills: Product managers must be able to clearly communicate their vision for the product to the development team and stakeholders. They need to be able to explain product requirements, features, and objectives.
- Leadership Skills: Product managers must be able to lead their team to success by setting clear goals and providing direction. They should be able to make tough decisions and provide guidance when needed.
- Problem-Solving: Product managers need to have a knack for solving complex problems, and should be able to identify and address potential issues before they become major problems.
- Collaboration: Product managers must be able to collaborate with other departments and stakeholders to ensure the success of the product. They should be able to foster relationships and build consensus.