To hide or dissemble Fact: The birth agonies of the New IRS led to one of the great and terrible PR discoveries in modern democracy, which is that if sensitive issues of governance can be made sufficiently dull and arcane, there will be no need for officials to hide or dissemble, because no one not directly involved will pay enough attention to cause trouble. David Foster Wallace, The Pale King secretsgovernment
We infantilize ourselves Here in the US, we expect government and law to be our conscience. Our superego, you could say. It has something to do with liberal individualism, and something to do with capitalism, but I don't understand much of the theoretical aspect—what I see is what I live in. Americans are in a way crazy. We infantilize ourselves. We don't think of ourselves as citizens—parts of something larger to which we have profound responsibilities. We think of ourselves as citizens when it comes to our rights and privileges, but not our responsibilities. We abdicate our civic responsibilities to the government and expect the government, in effect, to legislate morality. David Foster Wallace, The Pale King societygovernmentpoliticsmoralitycivics
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