Good execution:
Thoughtfully choosing the scope such that things are built on time, on budget, and at a high level of quality.
1/10
Bad execution:
Saying "X will be done by Y date" means the person listening will do mental math (+30% or x2) to get a realistic estimate.
Good execution:
Saying "X will be done by Y date" is a commitment and the person listening will actually believe you.
2/10
Bad execution:
The next major milestone is "launch" and it is 2 months away.
Good execution:
The next milestone is at the end of next week, and there are many such mini-stones before "launch."
3/10
Bad execution:
All decisions are rigorously considered and debated.
Good execution:
Expensive, hard-to-reverse decisions are rigorously debated.
Cheap, easily-reversible decisions are made quickly.
(Most decisions are the latter.)
4/10
Bad execution:
The product looked and worked better in your head / on the mock.
Good execution:
The final product feels like its earlier incarnations come to life in full, vivid color.
5/10
Bad execution:
The team, lost in Groundhog Day, continues to debate last month's decision because they don't agree with it.
Good execution:
Once a decision is made, everyone moves in lock step on implementation. Only substantial new information reopens the case.
6/10
Bad execution:
The full map of what's happening across the team only exists in fragments across different people's minds.
Good execution:
Everyone shares the same picture of what's happening because an up-to-date map is consistently maintained and distributed.
7/10
Bad execution:
Teams behave like one-dimensional characters, constantly erring in the same ways.
Good execution:
Teams only make the same mistake once. Their disciplined practice of post-mortems lead to constant improvement.
8/10
Bad execution:
Decision-making feels like playing slots. You never know what you'll get depending on the time of day or people's moods.
Good execution:
Decisions are made on top of easy-to-explain and internally consistent frameworks.
9/10
Bad execution:
Ask each team member what success looks like, and everyone gives you a slightly different answer.
Good execution:
Not only does the entire team follow the same North Star, they know precisely how to wayfind based upon it.
10/10
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Imagine you're using a product and something bothers you about it.
Maybe it takes 5 clicks to do anything.
Maybe it works but is kinda ugly and clunky.
"I bet I could make a new app that's 15% better," you think. "Instant business success!"
This is a fallacy. Thread 👇
This lesson took me many failures to properly appreciate.
Especially since it seems like a given: if millions of people use a mediocre service every day, and I come along and make the same thing but better, won't they obviously choose my product?
But no.
Product builders are trained to ask: "Is our product better than the competition's?"
What they should be asking instead is: "Is our product better enough to motivate a change in behavior?"
Not sprawling networks of people (though technically that's right)
Rather, thinking about a company as an individual makes many things easier to understand.
Pick the company to join like you'd pick who you'd want to hang out with every day.
Thread👇
Companies have personalities, just like people do. Some companies are flashy and dramatic. Others are staid and quiet. Some live in the future, constantly tossing out new inventions. Others are ruthlessly competitive.
(2/13)
Like with people, all strengths have shadow downsides. Apple's quality and cool comes from a secretive, top-down culture.
Zoom's focus on superior tech leaves it lacking when it comes to product features.