Every week I curate the best product and design content from across the internet into our weekly product management newsletter Prioritised. Here are the top 10 most clicked articles from the 408 links featured in this year’s 51 newsletters – 10 articles your peers digged so much you should definitely check them out as well.
There is a flaw at the heart of the term Minimum Viable Product: it’s not a product. Rik Higham argues that we should ditch MVPs and focus on testing assumptions.
Long live Riskiest Assumption Tests
Melissa Perri unpacks the differences between product managers and product owners and how different philosophies teach them.
Scrum vs SAFe vs discovery
Nate Walkingshaw argues that it’s time to take the things we have learned from Agile and move on to new ways of working together to build products.
Burn down the burndown
[MIND THE PRODUCT]
It is common for big organisations to adopt Agile, but see no benefits. Why? Development might be faster, but that has no bearing on making the right product decisions, and working to realize real benefits.
Agile is not a silver bullet
Product teams have been repeating the MVP (Minimum Viable Product) mantra for a decade now, without re-evaluating whether it’s the right way to maximize learning while pleasing the customer.
The problem is that customers hate MVPs
[A SMART BEAR]
Strategic thinking is critical to being a successful product manager, but strategy is often an abstract and confusing concept.
A framework to make the abstract concrete
Heath Umbach goes through the top product roadmap challenges according to product leaders, and what you can do to overcome them.
Too many roadmaps lead to broken promises
Ryan Singer argues that many teams think they stopped doing waterfall and switched to agile, but in reality they just switched to high-frequency waterfall.
Running in circles
[SIGNAL V NOISE]
What Ben Horowitz got wrong when he defined product managers as the CEO of the product in his good product manager, bad product manager memo.
You’re not the boss of me!
[MIND THE PRODUCT]
Ironically, the biggest threat to getting things done is knowing what to get done.
How do you decide what belongs in your product?
What did we learn?
I think it’s safe to say our craft is a little weary (and wary) of Agile and how it’s implemented in most organisations and we are collectively trying to figure out what that post-agile world looks like. It’s a recurring theme in the articles above, alongside the usual evergreen challenges in product management around prioritisation, roadmaps, strategy, and how we define our role to others.