Оглавление
Marty Cagan. EMPOWERED
Table of Contents
Guide
Pages
Praise for EMPOWERED
The Silicon Valley Product Group Series
EMPOWERED. ORDINARY PEOPLE, EXTRAORDINARY PRODUCTS
PART I Lessons from Top Tech Companies
The Role of Technology
Coaching
Staffing
Product Vision
Team Topology
Product Strategy
Team Objectives
Relationship to Business
Empowered Teams
Note
CHAPTER 1 Behind Every Great Company
The Role of Technology
Strong Product Leadership
Empowered Product Teams
Product Discovery
Notes
CHAPTER 2. The Role of Technology
The Technology Leader
Notes
CHAPTER 3. Strong Product Leadership
The Role of Leadership—Inspiration
Product Vision and Principles
Team Topology
Product Strategy
Product Evangelism
The Role of Management—Execution
Staffing
Coaching
Team Objectives
Note
CHAPTER 4. Empowered Product Teams
CHAPTER 5. Leadership in Action
CHAPTER 6. A Guide to EMPOWERED. Who This Book Is For
Who Is Speaking?
How This Book Is Organized
PART II Coaching
CHAPTER 7 The Coaching Mindset
Developing People Is Job #1
Empowering People Produces the Best Results
Beware Your Own Insecurities
Cultivate Diverse Points of View
Seek Out Teaching Moments
Continually Earn the Trust of Your Team
Have the Courage to Correct Mistakes
Alternatives to Manager as Coach
CHAPTER 8. The Assessment
People, Process, and Product
Product Knowledge
Process Skills and Techniques
People Skills and Responsibilities
The Gap Analysis
Expectations vs. Current Capability
The Coaching Plan
Assessments vs. Performance Reviews
CHAPTER 9. The Coaching Plan
Product Knowledge
User and Customer Knowledge
Data Knowledge
Industry and Domain Knowledge
Business and Company Knowledge
Sales and Marketing—Go‐To‐Market
Finance—Revenue and Costs
Legal—Privacy and Compliance
Business Development—Partnerships
Additional Areas
Product Operational Knowledge
Process Skills and Techniques
Product Discovery Techniques
Product Optimization Techniques
Product Delivery Techniques
Product Development Process
People Skills and Responsibilities
Team Collaboration Skills
Stakeholder Collaboration Skills
Evangelism Skills
Leadership Skills
Coaching Tech Leads
Coaching Product Designers
LOVED
Notes
CHAPTER 10. The One‐on‐One
Keys to Effective One‐on‐Ones. The Purpose
The Relationship
The Onboarding
The Frequency
Sharing Context
Homework
Thinking and Acting Like a Product Person
Holistic View
Providing Feedback
Continuous Improvement
Anti‐Patterns
Manager Just Doesn't Care
Manager Reverts to Micromanaging
Manager Spends Time Talking and Not Listening
Manager Doesn't Provide Difficult Feedback
Manager Is Insecure and/or Incompetent
Manager Doesn't Cut Losses
Summary
CHAPTER 11. The Written Narrative
Note
CHAPTER 12. Strategic Context
Company Mission
Company Scorecard
Company Objectives
Product Vision and Principles
Team Topology
Product Strategy
CHAPTER 13. Sense of Ownership
The Power of Equity
Notes
CHAPTER 14. Managing Time
CHAPTER 15. Thinking
CHAPTER 16. Team Collaboration
Note
CHAPTER 17. Stakeholder Collaboration
Building the Foundation for Trust
CHAPTER 18. Imposter Syndrome
CHAPTER 19. Customer‐Centricity
Notes
CHAPTER 20. Integrity
Dependability
The Company's Best Interests
Accountability
CHAPTER 21. Decisions
Right‐Size Decision Analysis
Collaboration‐Based Decision Making
Resolving Disagreements
Transparency
Disagree and Commit
Note
CHAPTER 22. Effective Meetings
Communication
Decisions
Problem Solving
Organizing Effective Meetings
CHAPTER 23. Ethics
Note
CHAPTER 24. Happiness
Meaningful Work
Personal Relationship
Personal Recognition
Work Habits
Modeling Good Behaviors
Career Planning
The Greatest Coach
Note
CHAPTER 25. Leader Profile: Lisa Kavanaugh. Path to Leadership
Leadership in Action
Self‐Awareness
Courage
Rules of Engagement
Disrupting Yourself
PART III Staffing
Note
CHAPTER 26 Competence and Character
Competence
Character
Notes
CHAPTER 27. Recruiting
Making Recruiting a Priority
Outsourcing
Note
CHAPTER 28. Interviewing
My Favorite Interview Question
Note
CHAPTER 29. Hiring
Span of Control
Level of Operational Responsibility
Level of Experience of Employees
Level of Experience of Manager
Organizational Complexity
Ratios
Note
CHAPTER 30. Remote Employees
Artifacts
Trust
Time
Note
CHAPTER 31. Onboarding
APM Programs
CHAPTER 32. New Employee Bootcamp
CHAPTER 33. Performance Reviews
CHAPTER 34. Terminating
CHAPTER 35. Promoting
Retention
CHAPTER 36. Leader Profile: April Underwood. Path to Leadership
Leadership in Action
PART IV Product Vision and Principles
Note
CHAPTER 37 Creating a Compelling Vision
Customer‐Centric
North Star
Scope and Timeframe
Leveraging Industry Trends
Who Owns the Product Vision?
CHAPTER 38. Sharing the Product Vision
Communicating the Product Vision
Validating the Product Vision
Product Vision as a Recruiting Tool
Product Vision as an Evangelism Tool
Sharing Product Vision vs. Roadmaps
Product Vision and Architecture
CHAPTER 39. Product Principles and Ethics
Note
CHAPTER 40. Leader Profile: Audrey Crane. Path to Leadership
Leadership in Action
The Theater Analogy
The Vision
It's Not About You
Bring Their Best
Critique
Celebration
Note
PART V Team Topology
Note
CHAPTER 41 Optimizing for Empowerment
Ownership
Autonomy
Alignment
CHAPTER 42. Team Types
Platform Teams
Experience Teams
CHAPTER 43. Empowering Platform Teams
Shared Team Objectives
Platform‐as‐a‐Product Objectives
Note
CHAPTER 44. Empowering Experience Teams
Media Product
E‐Commerce Product
Enterprise Product
Marketplace Product
Customer‐Enabling Product
Topology and Design
Topology and Reporting Structure
CHAPTER 45. Topology and Proximity
Proximity to Team Members
Proximity to Customers
Proximity to Business Partners
Proximity to Managers
Proximity to Other Product Teams
Proximity to Senior Executives
Optimizing for the Product Team
CHAPTER 46. Topology Evolution
Evolving a Topology
Topology Warning Signs
CHAPTER 47. Leader Profile: Debby Meredith. Path to Leadership
Leadership in Action
The Example Starts at the Top
Focus and Strategy
Establish Trust
Deliver on Promises
PART VI. Product Strategy
Notes
CHAPTER 48 Focus
Notes
CHAPTER 49. Insights
Quantitative Insights
Qualitative Insights
Technology Insights
Industry Insights
Shared Learnings
Vision Pivots
Note
CHAPTER 50. Actions
CHAPTER 51. Management
CHAPTER 52. Leader Profile: Shan‐Lyn Ma. Path to Leadership
Leadership in Action
PART VII Team Objectives
Feature Teams vs. Product Teams
Manager's Objectives vs. Product Team Objectives
The Role of Leadership
CHAPTER 53 Empowerment
Assigning Problems to Solve, Rather Than Features to Build
Objectives
Key Results
Sharing Strategic Context
CHAPTER 54. Assignment
Assigning Objectives to Product Teams
Determining Key Results
Alignment
Keep‐the‐Lights‐On Work
Longer‐Term Objectives
Note
CHAPTER 55. Ambition
CHAPTER 56. Commitments
High‐Integrity Commitments
Deliverables
Tracking High‐Integrity Commitments
CHAPTER 57. Collaboration
Shared Team Objectives
Common Objectives
Note
CHAPTER 58. Management
Keep‐the‐Lights‐On Work
Weekly Tracking
Staying on Track
Helping Our Colleagues
CHAPTER 59. Accountability
Attribution of Key Results
Note
CHAPTER 60. Objectives in Perspective
CHAPTER 61. Leader Profile: Christina Wodtke. Path to Leadership
Leadership in Action
Note
PART VIII Case Study
CHAPTER 62 Company Backgrounder
Note
CHAPTER 63. Company Objectives
Objective 1: Continue to grow core business
Objective 2: Establish company as a proven provider for enterprise‐class companies
Note
CHAPTER 64 Product Vision and Principles
CHAPTER 65. Team Topology
Team Topology Overview
Employer Teams
Job Seekers Teams
Platform Teams
Employer Organization
Job Seeker Organization
Platform Organization
Notes
CHAPTER 66. Product Strategy
Focus
Insights. Growing Core Business Objective
Enterprise Employer Objective
Re‐platforming Objective
Action
Management
Notes
CHAPTER 67. Product Team Objectives
Company Dashboard
Employer Organization
Objective: Improve success rate for employers via recommendations
Objective (shared with the Enterprise Tools team)
Objective: Improve success rate for employers via premium services
Objective: Improve success rate for employers via communications
Objective: Demonstrate product/market fit for enterprise
Job Seeker Organization
Objective: Improve success rate for seekers via recommendations
Objective: Improve success rate for seekers via search
Objective: Improve success rate for seekers via recommendations
Objective: Improve success rate for seekers via applications
Objective: Improve success rate for seekers via communications
Objective: Improve success rate for seekers via app
Platform Organization
Objective: Provide the technology necessary to support the experience teams
Objective: Demonstrate product/market fit for enterprise
Objective: Demonstrate product/market fit for enterprise
Objective: Continue major tech debt re‐platforming effort.7
Objective: Demonstrate product/market fit for enterprise
Level of Ambition
Notes
CHAPTER 68. Business Results
CHAPTER 69. Key Takeaways
CHAPTER 70. Leader Profile: Judy Gibbons. Path to Leadership
Leadership in Action
PART IX Business Collaboration
CHAPTER 71 The Role of Product Leaders
Business Results
Product Strategy
Product Teams
CHAPTER 72. Stakeholder Management vs. Collaboration
The Agency Model
CHAPTER 73. Shared Insights and Learning
CHAPTER 74. Keeping the Lights On
CHAPTER 75. Evangelism
CHAPTER 76. Leader Profile: Avid Larizadeh Duggan. Path to Leadership
Leadership in Action
Trust and Safety
Freedom and Autonomy
Culture and Purpose
Innovation in Established Companies
PART X. Inspired, Empowered, and Transformed
CHAPTER 77 Meaningful Transformation
The Cost of Transformation
CHAPTER 78. Transformation in Action
CHAPTER 79. TRANSFORMED
CHAPTER 80. The Most Important Thing
CHAPTER 81. The Destination
The Role of Technology
Coaching
Staffing
Product Vision
Team Topology
Product Strategy
Team Objectives
Relationship to Business
Empowered Teams
Final Thoughts
Acknowledgments
About the Authors
Learning More
Index
WILEY END USER LICENSE AGREEMENT
