Kurt Kohlstedt
99% Invisible
A Podcast by Roman Mars & Kurt KohlstedtInheriting Froebel's Gifts
A Podcast by Kurt KohlstedtFroebel’s Gifts were meant to be given in a particular order, growing more complex over time and teaching different lessons about shape, structure and perception along the way. A soft knitted ball could be given to a child just six weeks old, followed by a wooden ball and then a cube, illustrating similarities and differences in shapes and materials. Then kids would get a cylinder (which combines elements of both the ball and the cube) and it would blow their little minds. Some objects were pierced by strings or rods so kids could spin them and see how one shapes morphs into another when set into motion. Later came cubes made up of smaller cubes and other hybrids, showing children how parts relate to a whole through deconstruction and reassembly.
These perception-oriented “Gifts” would then give way to construction-oriented “Occupations.” Kids would be told to build things out of materials like paper, string, wire, or little sticks and peas that could be connected and stacked into structures.
The 99% Invisible City
A Book by Roman Mars & Kurt Kohlstedt
Product vs. Feature Teams
This article is certain to upset many people.
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?
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.