Teams are praised whenever they release a new feature (or product) to their customers. Now, what if teams were honored just as much — or even more — when they successfully deprecated features and products?

Revenue models are more than frameworks for generating income. They play pivotal roles in organizational strategies. The model does not simply highlight where the organization earns its revenue; it also addresses the unique marketplace positions that the organization is hoping to champion to win over the customer. Resources and organizational goals should be aligned to the business’ revenue model.

Diversifying user research methods ensures more reliable, valid results by considering multiple ways of collecting and interpreting data.

Anecdotes and strategies to find the middle ground between sales-led and product-led

We researched 100+ of the best customer success and onboarding teams while building Arrows. During this process we learned how many of the best teams onboard their customers. We also heard many of the ways customer onboarding breaks down. This guide will teach you how to fix your onboarding, keep everyone aligned, and get customers to value faster and more cleanly.

I often get asked about how research fits into timeboxed work. If a team is working in a cycle and they can’t decide on a direction, should they do research? How do they fit that in a fixed timebox?

With big ideas comes big risk, however the billion dollar question is: is there a way to tell if an idea is any good before making the big investment?

There is no one perfect way to structure a product organization within a company. Like most things in a company, organization structures only make sense for given moments in time, and as changes happen with the business, so does the organizational structure to match. Product teams are no different, but they tend to vacillate between four different types of structures over time, which I’ll explain along with their pros and cons. These structures tend to work best when aligned with how engineering, design, and other partner functions are structured, so there are 1:1 relationships between leadership roles in those functions.

A detailed look at the journey to spin up Pinterest's B2B growth effort, modeled as a case study.

The problem of prioritization comes up in many of my coaching discussions with product leaders, and in almost every product forum. We want it to be a trivial mechanical process: pick a metric (usually current revenue), estimate ROI for the entire backlog, then do whatever scores highest. But that very rarely works in practice. Prioritization fits into a larger strategic and organizational framework

Companies want and need to innovate, but most use the wrong innovation metrics and lack effective ways to track their performance. Determining which metrics to use and how to use them remains one of the poorest understood aspects of true, breakthrough innovation

In this article, I lay out: Why data is not a team to hire or set of tools to implement How to approach data as a strategic lever for growth The Scaling Data Framework: Informed > Driven > Led A deeper dive into the three stages of scaling data

This topic is of course related to the difference between product and feature teams. The difference between a product and feature team is essentially about empowerment. The difference between giving a team a problem to solve, versus giving them features to build. However, the difference between a product and project team is essentially about ownership. The difference between a team taking responsibility for an outcome, versus a team just there to deliver a project (output), and then move on to something else

Your LinkedIn profile should differ from your resume - they don’t serve the same purpose! Below, I’ll discuss why LinkedIn profiles are different from resumes, and I’ll highlight four key ways they differ from one another.

We've spent a lot of time recently thinking about how user interviews and other forms of qualitative data get coded, and if there are ways to get more value from that element of our work. To explain the conclusion we've come to, let's unpack what coding is and why we do it for any newcomers, and then talk briefly as to how we think the product & UX industry could get more value out of its codes.