1) How can you develop your product organization into an "idea factory?" 2) How should product managers respond to "hiccups?" 3) What should you do if you're wrong about the product strategy?
Would you apply the strategy/science/culture framework differently at the 0-to-1 stage, vs at a later, more established stage? Anything come to mind immediately?
To carry question 3 a bit further: given that a product strategy is wrong +/- 50% of the time, how can you ensure you're at a company where that sort of failure is permissible, expected, and, ideally, welcomed in these high-stakes decisions?
Would you apply the strategy/science/culture framework differently at the 0-to-1 stage, vs at a later, more established stage? Anything come to mind immediately?
To carry question 3 a bit further: given that a product strategy is wrong +/- 50% of the time, how can you ensure you're at a company where that sort of failure is permissible, expected, and, ideally, welcomed in these high-stakes decisions?