Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Ramanujam and Tacke argue that pricing should shape the product rather than follow it, and that willingness to pay conversations belong early in development. Covers the four failure types they name feature shocks, minivations, hidden gems and undead products.
Niven and Lamorte wrote the implementation manual for OKRs rather than the argument for adopting them. The book covers writing objectives and key results that hold up under scrutiny, the difference between committed and …
A brief book built on one distinction. Output is what you build and outcome is the change in human behaviour that follows. Seiden gives three questions for defining an outcome, describes the Magic Machine exercise for connecting …
Lafley and Martin frame strategy as five cascading choices. What is our winning aspiration, where will we play, how will we win, what capabilities must be in place, and what management systems are required.
Ries and Trout published this argument in 1981 and it has been in print since. The claim is that a position exists in the mind of the buyer and never in the product, so the work is finding a position that is open rather than describing what was built.
Agrawal, Gans and Goldfarb frame machine learning in economic terms as a drop in the cost of prediction. When prediction gets cheap, its complements of judgement, data and action become more valuable.
Lombardo and co authors reframe the roadmap as a statement of intent rather than a delivery schedule. Components are a product vision, business objectives, themes rather than features, disclaimers about confidence, and time horizons expressed loosely.
A practitioner text on programme management written from the business results end rather than the process end. It positions the programme manager as the person accountable for the business case across many projects, and works …
Kersten argues that funding projects with fixed scope and end dates is the wrong model for software, and proposes funding long lived product value streams instead.
Dutt argues that iteration alone produces what she calls product diseases, and that a clear vision has to come first. The method has five elements covering vision, strategy, priorities, execution and measurement, with a specific …
Gothelf and Seiden argue that software changed what a company can learn about its customers and how fast, and that management practice has not caught up. The first half describes the shift, which is from planning and executing to sensing what is happening and responding continuously.
Pichler's framework for product strategy and roadmapping. Covers the Product Vision Board for capturing vision, target group, needs, product and business goals, then moves to strategy validation, the GO product roadmap built on goals rather than features, and key performance indicators.
Leinwand and Mainardi studied companies that consistently execute strategy and found five unconventional acts, including committing to an identity, translating the strategic into the everyday, putting culture to work, cutting costs to grow stronger, and shaping the future.
Denning argues that agile practice at team level only pays off when the surrounding management model changes too. He frames this as three laws covering the small team, the customer, and the network.
Chen, writing from his time at Uber and Andreessen Horowitz, treats network effects as a lifecycle rather than a property. The stages run from the cold start problem through the tipping point, escape velocity, the ceiling and the moat.