But the list of directions aren’t a map. They’re meant to be overlaid atop a map to make any sense.
Where is the actual map? Most companies don’t have them or even the tools to make one.
@johncutlefish@jimhead@intercom The insidious thing about calling that list of directions a 'map' is that everyone assumes the actual territory is implicitly known and well-understood, not to mention some the suspension of disbelief that for the “next quarter” the territory doesn’t shift as you navigate.
@johncutlefish@jimhead@intercom In real world cities, buildings, roads, and transit lines don’t change much. Your directions from A to B should be stable.
But even so, mapping software redirects you if there is a jam, roadworks, train delays, etc.
I’d imagine the territory of business to be much less stable?
People like to demo multiplayer work tech to show small groups of people doing synchronous work together.
But the value of multiplayer spaces is allowing big groups of people to collaborate asynchronously on an ever-evolving artifact. oculus.com/experiences/qu…
With the ability to jump in and out. Bursts of activity.
Occasionally, collaborators overlap resulting in momentary synchronous collaboration.
An async model with smart synchronous conflict resolution means you get Git without merge conflicts.
The assumption that work happens only synchronously is dangerous.
Synchronous-only tools (like this Oculus app, video conferencing tools, or chat) encourage a high-presence, “interruptions and context switching is good”, low-time-preference culture.
💎Luxury apps are the favorite of the time-poor, cash-rich, attention-deficit multitaskers who need to get to Inbox Zero or they will drown in info overload and can’t “get shit done” anymore.
⚖️Egalitarian apps are like the libraries and parks of the Web, they are everywhere and you feel welcome. Inspired by “multiplayer” games, but they are deeply collaborative instead of competitive.
Anyone can benefit from using them. But because of that, there is no “edge”.
A simple explanation for why “estimations” and timeline-based “roadmaps” don’t work, is that product development isn’t a scheduling problem but an explore/exploit problem.
Time isn’t the constraint, but knowledge.
Knowledge that isn’t currently “priced in” to the market.
Product development is closer to stock trading & epidemiology than manufacturing or traditional pure software dev.
🤷♂️ What confused me when first starting out in product management is learning techniques rooted in manufacturing or software dev, then struggling w them in practice
Took a long time to realize I should be reading Taleb, Hayek, Judea Pearl, Donella Meadows, Ray Dalio, etc.
Instead of what is usually recommended reading for product managers like Toyota Way, or Marty Cagan.