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So true. I think the sign of a great PM is the ability to see all the imperfections but the self-control to focus on the things that matter and to de-prioritize the things that don't.
It's easy to make a list of everything wrong with your product and spend eternity trying to fix it all. It's harder to reconcile imperfection with the reality of limited resources and business objectives.
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The “Economics of Superstars” observes that in some industries, marginally more talented people/groups generate exponentially more value [0]
The Economics of Superstars phenomenon requires a distribution channel to move a large volume of goods. For superstar athletes, television enables endorsements and merchandise sales. For software developers, the Internet enables scalable distribution of digital goods.
Finding a way to be 10x better than median can now generate exponentially more value for people who make digital goods.
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A bunch of 10x people != A 10x team
Most hiring processes assume that if you find a great developer and put them on a great team, the individual and team will do well. Good teams try to nail down “culture fit” but this is usually only based on whether the candidate gets along with the team.
Throwing together a bunch of great developers who get along does not make for a 10x team.
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As a former member of the Odeo podcasting team which went on to “pivot” into a little thing called Twitter, Systrom also counselled the audience into thinking not about great products, but “great teams”.
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He also recalled how another failed project Bourbon failed not because they had a moment of revelation that it wasn’t going to work, but that they didn’t have that moment. “There wasn’t a dark moment with Bourbon. It’s the lack of that dark moment that kills most startups.”
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Someone has to be CEO and for the long term is Tim Cook really the best person for the job ? Steve Job is an irreplaceable part of Apple's lore, but that does not stop Jony Ive from making his own major mark. He already has a rich history of designing great products. To understand Aarons point better you have to watch Steve Jobs interview, see: http://www.youtube.com/watch?v=mOgOP_aqqtg . There he says the only problem with Microsoft is that they have no taste. Steve recognize some questions it's importance, he says having good taste is important for Apple. According to Steve having good taste is key to Apple's culture and success, Steve Jobs said it. A company can have great financial success without good taste, Steve Jobs said that about Microsoft. But as Aaron mentioned in the article that is not how Apple works. Tim Cook is great at operations, perhaps he should have stayed COO. The interesting move would be to appoint Jonathan Ive's as CEO. Of course to many that would seem unconventional and perhaps even risky. But that would be authentic Apple, that would be thinking different.
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But most importantly, Jony Ive is such a good designer that he's needed in that role without the distractions of the CEO role. Tim as CEO can still do the COO job plus whatever additional duties come from being CEO. That's what he's done for over a year now, off and on as Steve has taken leave.
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Everyone wants this to be an interesting story, but it’s not. There is no intrigue. If Jobs steps down in the foreseeable future his replacement will almost certainly be Tim Cook. Utter credibility on Wall Street, and much respect within Apple. He’s already run the company while Jobs has been on leave. The knock against him is that he’s an operations and finance guy, not a product design guy. Ideally Apple would find someone just like Steve Jobs, but there exists no such person. There will not be a next Steve Jobs. There will be a next CEO.
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The obvious structure for a post-Jobs Apple has Cook as CEO, doing mostly what he’s already been doing as COO. What he already does at Apple is what most CEOs do at other companies. Final word on product design goes to the senior vice presidents: Scott Forstall (iOS), Jonathan Ive (hardware design), and Phil Schiller (marketing and, perhaps, Mac).1
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In the same way that Google is a company driven by engineering or Amazon is driven by operations, Apple is driven by taste. Here’s how Apple products are created: a team of designers decide exactly what a product should do and how it should look and feel, their work is ruthlessly edited by Steve until he approves, and then the entire rest of the company is given the task of moving mountains to make that dream real.
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The only reason it works for Cook to be in charge while Steve is away is because Steve is still around, doing ruthless critiques of yet-to-be-invented products from his sickbed.
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Content curation and mapping service Pearltrees has decided to focus on the fact that people want to do things in groups and has as of today upgraded its core product with a groups functionality, called Pearltrees Team. Now accesible just by logging in, Pearltrees Team allows you to hook up with other people in order to create a Pearltree collaboratively in realtime.
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If the team leader accepts, you then can see all the Pearltree curation happening as it happens as well as as comment on individual Pearltree decisions. You can also share your team curation easily via Facebook and Twitter.
In the same space as Storify and Pinterest, Pearltrees currently has 102,000 unique visits, 60,000 active users and 6 million pageviews monthly. Over 4 million pearls have been created thus far on topics as diverse as Windsurfing to Wikileaks.
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- Equity: To be respected and to be treated fairly in areas such as pay, benefits, and job security.
- Achievement: To be proud of one's job, accomplishments, and employer.
- Camaraderie: To have good, productive relationships with fellow employees.
Three key goals of people at work
To maintain the enthusiasm employees bring to their jobs initially, management must understand the three sets of goals that the great majority of workers seek from their work—and then satisfy those goals:
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There’s nothing wrong with guessing, dreaming, or predicting, but it’s not planning. Planning’s too definite a term for most things. We often use planning when we really mean guessing. And what we call it has a lot to do with how we think about it, do about it, and devote to it. I think companies often over think, over do, and over devote to planning.
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Planning just leads to a work-in-progress plan whose success hinges on planning being a frequent activity and constantly changing. Planning is absolutely integral to success, whether you call it guessing or whatever (although the word dreaming seems a bit misleading).
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如何选人？选什么样的人？很多经理都会面临这样的问题。选对一个人，会大大提升团队的“战斗力”，而选错一个人，会给团队带来可能很严重的“伤害”。俞军说，在搜索引擎领域，我们在选人时，不会特别看重这个人的相关经验，所有人都是在一个起跑线上。至于今后的个人发展也和是否有相关工作经验无关，而是这个人是否投入到了这个领域，在认真的学习这个领域，是否具有潜力。俞军告诉我们，用有经验的人可能一时轻松，但如果他不能再跟着产品成长，将来你会更累；用有潜力的人，现在你可能要多付出一点来带他，可是将来他会加速成长，比你对产品的理解更深。
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产品部门在选人这一点上，可以用四个字概括——以文取人。我们不看重简历上的背景，性别，血型，而是根据他写的产品分析看这个人对于产品和用户的感觉，这些感觉是从文字上可以感觉到的。而判断力是源于自己对于产品和用户的感觉积累，当你读过一千个或者更多的产品分析后，再读到一篇产品分析的时候就会一下子给这个分析打一个准确的分数。另外从产品分析里的方法运用上可以看出这个人发现问题和分析问题的逻辑能力。
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Active Listening - Communication is a two-way street, so it is important that you listen carefully to your team mates when they are speaking. Don't tune speakers out or get caught in the trap of planning ahead to what you want to say next. You may miss an important detail, and in the worst case, you repeat the detail you missed because you were not listening.
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