Photo of the week:
On this week’s Done list:
Connecting concepts in systems
I’ve been working a lot this week on how different systems ‘conceptualise’ things and how those concepts move between systems with very different data structures as the data moves between them. The same ‘concept’ is defined in different ways and needs translation and common language between the systems. What constitutes the identity of a user in one system isn’t the same as in another, but it’s easy to miss the impact of the differences if you don’t dig into them.
Sent out the thirteenth, fourteenth and fifteenth irregular ideas. I feel like my writing is getting a bit better with the constraints of talking about a specific idea, only having a few paragraphs to do so, and putting it in an email so I can’t change it later. It’s different to writing a blog post where I’m more likely to throw in lots of loosely connected things.
I worked on the first email for the Future Skills guided learning to try get the template right which will hopefully make writing the other nineteen emails quicker. I need to give it lots more time and get the emails written and set up so I can start marketing it. Of all my side-projects it feels like the one that has the most potential for actually meeting a need rather than just being of interest to me. I think it might still not be practical enough but until I get some people using it and get some feedback it’s all guesswork.
Systems-shifting product management
I set up a project page on my website and started to try to define systems-shifting product management, including the idea that product managers develop by learning how to increase their leverage rather than gaining influence and authority within the organisational hierarchy.
Stuff I read and listened to this week:
Public service product management
I listened to Tom Loosemore on ‘the product experience’ podcast talking about product management in the UK government. He talks about how part of product management is creating that space in organisations to do product management, that understanding user needs is do much harder then we think, especially in environments with messy and uncertain human behaviours and that joining up teams, channels, and solutions is essential for achieving the real outcomes for people.
Simon Wilson, also on ‘the product experience’, talked about using mapping to know where we are and where we’re going. Mapping, and working in visual ways, are useful for bringing the users of a service forward into people’s thoughts. Maps help us understand the shape and scope of a problem, who it affects, how it affects the organisation. They show us a narrative and help us understand movement.
I read Jason Yip’s post about using doctrine to allow safe decentralised decision-making by establishing consistent decision logic. He writes/quotes, “Strategy doesn’t give employees enough guidance to know how to take action, and plans are too rigid to adapt to changing circumstances. In rapidly changing environments, you need doctrine to get closer to the ground. Doctrine creates the common framework of understanding inside of which individuals can make rapid decisions that are right for their circumstances… If strategy defines objectives, and plans prescribe behavior, then doctrine guides decisions.” Jason proposes an Agile doctrine:
- Reduce the distance between problems and problem-solvers
- Validate every step
- Take smaller steps
- Clean up as you go
There’s nothing much to disagree with, either the idea of a doctrine or the things Jason includes within the Agile doctrine. And I completely agree with the problem he’s trying to solve, how to bridge the gap between strategy and plans in a way that fits with modern good practice for cross-functional autonomous teams. The challenge, as always with these things, is the broad context they have to be conceived for and the narrowing of the context for them to be applied.
Three tech trends charities should know about
It’s great to see the emerging tech trends of metaverse and NFTs being talked about more within the charity sector. It’s always hard to start because the typical response is often cynicism and disdain (even from people who you’d expect to want to consider new technologies with an open mind) but given the increasing speed of change it’s even more important that charities do start to understand new tech. Broadly, I think there are three areas of impact new tech might have on a charity that bare some thinking about. The first is how it might affect the people that a charity is trying to help, e.g., gambling charities should definitely be keeping up with how metaverse games will affect gambling behaviour. The second is how new tech might affect the charities existing ways of doing things, e.g. social media fundraising, which to many fundraisers probably looks like just another channel. And then thirdly, how the new tech might disrupt charity business models, e.g., Decentralised Autonomous Organisations forming the basis for a new way of tackling a cause.
Thought about this week:
Following on from product managers product managing product management, I’ve been thinking about the discipline of product management. I guess I use the term ‘discipline’ to mean a structure practice, almost like a martial art where the same moves are learned through repetition which means the practitioner can then put those moves together into sequences that work with each other and not against. This discipline and practice, if adopted, accepted, appreciated by an organisation, brings a balance of order and flexibility to how an organisation makes decisions about the products it develops and runs. It brings clarity to what’s important, and uses that to set focus. Perhaps one of the benefits of this discipline is making it easier to see when something breaks from the discipline and disrupts that clarity and focus.
Which way to work
My current side-projects include Systems-shifting Product Management, Irregular Ideas, Future Skills, and future.charity. Along with also doing online courses and writing blog posts (such as weeknotes), I feel like I’m not really making progress quickly enough on any of them so I’ve been trying to figure out the best way to work. I’ve scheduled time for each project one day a week to try to make progress on all of them at the same time, but I still continue to question whether it’s better to choose one project and set myself a bigger chunk of work to do over a few weeks before moving onto another. Before this scheduled approach I just picked whichever project I felt like working on that day, which gave me more flexibility to do easy work when my mind needed a rest and more complicated work when I was looking for more challenge, but lacked structure to get me to actually work on things I might not really want to.
My growth area for this week
Definitely letting go. Still a challenge, probably always a challenge, but an important lesson to learn.