Marty Cagan and his authorship has brought immense clarity to product world at a global scale. We can easily say that there was a world before the book Inspired, and after.
So I guess it would be fair to say that while most feel the process of modern software product management is an elusive mystery, SVPG, based on extensive experience and expertise, has developed a set of heuristics:
Marty Cagan advocates for such a broad range of Product Management best practices, that it would be hard to sum them up in a single sentence.
What _doesn’t_ work is blindly “empowering” teams that don’t have the skills or expertise to be empowered.
Having a good handle of strategy is a key prerequisite.
Being aware of The Product Trio and its central function in addressing The Four Big Risks.
Doing Continuous Discovery to get ahead of those risks _collaboratively_ by rapidly testing assumptions. (Teresa Torres’s work goes deep in the area of client-centric Continuous Discovery.)
So yes, empowered teams is big, but there’s so much more.
In general your argument applies to all kinds of best practices, not just the ones recommended by Marty.
We humans tend to see best practices as a rules book that we need to fully apply, instead of looking at best practices as building blocks that we can mix and match from to build something new that works for our needs and culture
Internalizing the best practices and applying them in certain contexts is not always first nature to many. Important to sensitize the product world about this.
https://www.svpg.com/an-svpg-process/
Well, that doesn’t happen every day 👆
So I guess it would be fair to say that while most feel the process of modern software product management is an elusive mystery, SVPG, based on extensive experience and expertise, has developed a set of heuristics:
https://rogermartin.medium.com/tackling-mysteries-99e57b2e380f
Marty Cagan advocates for such a broad range of Product Management best practices, that it would be hard to sum them up in a single sentence.
What _doesn’t_ work is blindly “empowering” teams that don’t have the skills or expertise to be empowered.
Having a good handle of strategy is a key prerequisite.
Being aware of The Product Trio and its central function in addressing The Four Big Risks.
Doing Continuous Discovery to get ahead of those risks _collaboratively_ by rapidly testing assumptions. (Teresa Torres’s work goes deep in the area of client-centric Continuous Discovery.)
So yes, empowered teams is big, but there’s so much more.
Well said Mike.
To be able to empower teams - many other cultural aspects have to change first.
I fully agree!
In general your argument applies to all kinds of best practices, not just the ones recommended by Marty.
We humans tend to see best practices as a rules book that we need to fully apply, instead of looking at best practices as building blocks that we can mix and match from to build something new that works for our needs and culture
Absolutely!
Internalizing the best practices and applying them in certain contexts is not always first nature to many. Important to sensitize the product world about this.