Devoid of ambition Miscellaneous handicrafts are devoid of ambition. Their purpose is to serve the needs of the people, not to achieve renown. Just as construction workers who have built a wonderful highway don’t sign their work, neither do artisans append their names to their ware. From beginning to end, without exception, such handicrafts are made by nameless craftsmen. It is this lack of desire for personal recognition that produces their flawless beauty. Yanagi Sōetsu, The Beauty of Miscellaneous Things Signing party ambition
The Astronaut Farmer A Film www.imdb.com A NASA astronaut, forced to retire years earlier so he could save his family farm, has never given up his dream of space travel and looks to build his own rocket, despite the government's threats to stop him. DIY Space SuitsWalt Grace's Submarine Test, January 1967 ambitionaerospace
Cities and Ambition An Essay by Paul Graham paulgraham.com Boston says you should be smarterFlorence and MilanA city speaks to you mostly by accidentCity messages citiesambition
Product vs. Feature Teams An Article by Marty Cagan svpg.com This article is certain to upset many people. Empowered product teamsViability, usablity, feasibilityWhat went wrong? featuressoftwareagile
Empowered product teams When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
Viability, usablity, feasibility In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us. However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap. What went wrong? teamwork
What went wrong? If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong. Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question. And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question. Viability, usablity, feasibility