I write about design, product growth, team decision making, and methods that enable and support self-managed agile teams.
Read more: Building a Culture of Growth: Overcoming Organisational Challenges in Product Led Growth
PLG can only thrive in organizations that are culturally and structurally aligned. Unlike other approaches, this approach requires extensive cross-functional collaboration between product, engineering, and marketing to address the inevitable conceptual, technical, and market challenges. Below are the three organisational barriers to product-led growth and suggestions on how to overcome them:
Read more: Overcoming Common Obstacles to Product Led Growth
Starting a business with a product-driven growth strategy may seem easy at first, but the struggle often begins after a few months or years: The team is torn between an unattainable vision and a minimal set of features chosen for their feasibility rather than user expectations. Product launches take forever. User retention is disproportionate to…
Read more: Bridging the gap between opposite working styles
Adopting participative or traditional management approaches can be fraught with challenges, such as cultural resistance, lack of creativity, and difficulty adapting to change. Both approaches carry risks such as unmotivated employees, low job satisfaction, high turnover, poor communication, and lack of adaptability in X, and lack of focus, indecision, difficult implementation in traditional hierarchies, and…
Read more: Your product reflects your company in more ways than you realize
“Any organization that designs a system (the term here is broader than just information systems) will inevitably produce a design whose structure is a copy of the organization’s communication structure.”
Read more: Dissent is a form of caring, not resistance
Note: The title of this post comes from Peter Block’s book Community: The Structure of Belonging, which I highly recommend. It’s your big day. You’ve just given a presentation to your colleagues about the idea you’ve been working on for the past two weeks. You’re down to the last few slides and feeling a rush
Read more: How to approach startups and growth in 12 simple points
Over the past 15 years, I have spent a lot of time working with startups. I have worked with software, hardware, analogue, VC-backed, bootstrapped, and Kickstarter startups. Some of them went public, others went out of business. Some of them found the right product-market fit, while others did not. Here’s how to approach startups and
Read more: Intelligent servants, eloquent parrots and conversational user interface
My colleague, a data scientist, completely unimpressed by the hype around ChatGPT, summed it up as, “In the end, it’s just an eloquent parrot”. So what’s so special about it?
Read more: The must-have components for effective decision making in a team
When I talk about collective decision making, the most common question I hear is, “Oh, those endless discussions must be very time consuming, right?”. People often think that collaborative decision making is the same as an endless (and pointless) discussion club. As a facilitator and team member, I have seen that it can be much
Read more: Self-governance: 8 lessons I have learned
It’s been almost two years since I have worked in a self-governing organization, and it seems like a good time to reflect on it. Here is what self-governance is: A hierarchy-free organization with autonomy and voluntary collaboration, democratic decision-making, no management, and no external control This concept has been around for centuries, but it has
Read more: Emotions and empathy in UX design (interview, polish)
Emocje i empatia w projektowaniu UX Strefa Designu SWPS Empatia pozwala spojrzeć na świat z perspektywy drugiego człowieka. To może być jednak trudne dla projektanta. Przez wiele lat zajmuje się badaniami, ekspertyzami, tworzeniem person, a tu nagle musi porzucić swoją eksperckość i przyznać użytkownikowi, że ten wie lepiej? O roli empatii i emocji w procesie projektowym mówi Helena Ebert, projektantka.