Partner at Silicon Valley Product Group, author of Inspired and Transformed
Marty Cagan has spent over 20 years helping product teams and product managers improve their craft, and wrote Inspired, Empowered and Transformed. He splits the world into what he calls the project model and the product model. A feature team gets a roadmap of features, while an empowered product team is given problems to solve. The job of product, he says, is to solve problems for customers and achieve outcomes for the business.
Lenny's Podcast 00:45 00:50 21:32 Lenny's Podcast 00:55 02:31
Product
Not a process you install. A conceptual model: how you decide what to work on, how you solve problems, how you build.
There's a set of principles around the more cultural things, like innovation is more important than predictability.
Marty Cagan
describes a model where teams are given problems, not features, and anyone in the building can run discovery and land on something that works for the customer and the business. Installing the titles and the ceremonies without that is why most adoptions change nothing.
is describing a company that has none of that yet: ship the jankiest version, filter a hundred curious people down to the five or six with a hair-on-fire problem, and let their reaction decide what is real. Discovery at that stage is the founder and five users, not a capability you distribute.
Lenny's Podcast
Lenny's Podcast
Lenny's Podcast
Lenny's Podcast
Empowered Product Team vs Feature Team Framework
Feature teams receive roadmaps of output (features/projects) and are measured by delivery. Empowered product teams receive problems to solve and are measured by…
Product management theater
If teams are given features to build rather than problems to solve, they're feature teams not product teams
Diagnosing team empowerment
Product management theater
