Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
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.
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 …
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.
Watkins wrote a transition framework for anyone moving into a new role, whether promoted, hired or moved sideways. The core chapters cover accelerating your learning, matching your approach to the situation using the STARS model …
Christensen's account of why well run companies lose to entrants. Sustaining innovations improve products for existing customers. Disruptive ones start out worse on the established measures and serve a fringe or new market until they improve enough to take the mainstream.
Cagan's guide to moving an existing organisation to the operating model described in Inspired and Empowered. It separates the model into four dimensions covering how you build, how you solve problems, how you decide what to work on, and how you organise.
The follow up to Business Model Generation, built on the Value Proposition Canvas. The customer profile covers jobs, pains and gains, and the value map covers products, pain relievers and gain creators, with fit achieved when they match.