the idea that remote is universally good for introverts (notwithstanding the many variations of introversion) is problematic...

1/n First, to create *any* environment that is safe and inclusive takes intention and care. It is not magic...introvert * remote=good.
2/n Case in point, there are many in-person work environments that are intentional with respect to the needs of introverts. And many remote environments that aren't...
3/n In many newly remote settings, you simply see decision making shift to smaller, select groups.

What feels comfortable and easier, is merely a reduction in collaboration, healthy tension, and transparency.

Possibly "easier" for the introvert. But not in the long term
4/n Back to generalizations, I have many (self described) introvert friends who are craving the short hits of manageable interactions that came from being in person.

"I needed something to balance off my tendencies ... now I actually feel alone, which is a new feeling"
5/n What you're seeing now is managers stereotype people heavily now that they are remote -- "oh THIS must be amazing for X" or "THIS PROVES that developers just want to be ALONE AND CODE" -- without taking into account diversity and balance.
6/end ... anyway, this is not an anti-remote thread. Just an observation that ppl are glossing over how hard it is to make any env healthy and inclusive and imagining remote work as some great, magic equalizer.

I really don't think it is. And we risk ignoring individual needs.

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More from @johncutlefish

14 Jan
Since writing about feature factories in 2016, I've since started to referring to some orgs as "functional feature factories". What do I mean?

they deliver reasonably usable work, things don't feel dysfunctional, the reflect/adapt on how they work, but...(1/n)

12 Signs Post 👇
...they still haven't really cracked the nut .... where product development becomes the key driver for sustainable, differentiated, ethical growth and impact.

And in many ways this is a tougher situation to grapple with because stuff isn't obviously "broken".

...for many companies this is a step up from what was happening before.

So you have an issue with complacency. Why shake things up? The company is doing fine?

In many industries you can survive and even a point. Until cant (3/end)
Read 4 tweets
11 Jan
here's a bit of advice I give to a lot of companies at my day job (@Amplitude_HQ ) re: analytics

Start By Counting Things

Skip magic metrics.
...goal setting and success metrics.
...trying to "justify" a strategy.
..."benchmarks" and what your competitors do.

...focus on counting things that happened that you care about. Stay firmly grounded in the customer domain. Name things sensibly. Add extra context with human understandable properties. Decouple counting from the interface-de-jour.

Start By Counting Things

Why? ... (2/n)
...this is the muscle you need to build.

When you can count things, the rest falls into place ... especially with a product like @Amplitude_HQ which handles the nitty/gritty of making that data useful for you.

too many teams jump straight to a silver bullet (3/n)
Read 7 tweets
5 Jan
"The engineers on my team just want to code. They don't want to have anything to do with product. They just want specs. What do I do?"

1/n Are you asking them do to X *and* do their "day job" as defined by their managers (and frankly your roadmap) ?

If so, start there...
2/n Do they have a reason to believe that doing X will in any way improve the quality of the product and make their lives easier? Have they ever seen X "work" ?

Show don't tell.
3/n Is there average day/week a quagmire of unnecessary meetings, wading through tech debt, struggling to get *anything* to work ... and jumping through process hoops to prove their worth?

If they will not have bandwidth.
Read 9 tweets
3 Jan
the product manager is responsible for the product's success...

simple. But....wait....

1/n There are many $ successful products that are terrible for humans (both inside/outside a company). Is that success?
2/n Conversely, what about "great products" that end up being "not successful" ?

Did the product manager do their job? Where does their role begin and end?
3/n Success over the lifespan of the product? next quarter? until they leave? while company exists?

There are many ways that short term success can come at the expense of mid/long term impact
Read 10 tweets
2 Jan
something just occurred to me...

I think ppl look at [popular tech co] product management advice and think "oh goodness...the rigor!"

...when in fact it is really about the intentional reduction in process overhead and leaner governance/budgeting
... this is especially important for bigcos believing they "don't have the 'talent'" to operate like X

...when in fact they don't have an environment where talent can flourish like X. They have trouble letting go.
... part of this is pure $.

They might be a money printing machine, but highly highly risk averse.

They talk about "innovation" but it is in the context of a massive amount of inertia to shave off %pts in cost and a very shallow excel-drag-to-right revenue forecast
Read 4 tweets
22 Dec 20
I'm going crazy trying to explain this seemingly basic concept, but striking out. Any ideas appreciated!

At the day job (@Amplitude_HQ) I meet teams who imagine the following...that there is a linear relationship between analytics instrumentation "work" and insights ... (1/n)
Meanwhile - the teams that are actually doing the work (and integrating it into day-to-day product work), see something that looks more like this...

A quick pass at instrumentation unlocks a lot of valuable insights. Integrating it into day-to-day work unlocks even more (2/n)
Can't put my finger on the why

With a self-service analytics product, it is 1) easy to add new events, props, etc. and 2) you have a whole variety of insight variations.

With just 2 events, 5 props each, and a handful of user properties you can answer LOTS of questions (3/n)
Read 5 tweets

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