...except, often no one really takes the time to define the problem(s). Instead they brainstorm a bunch of ideas predicated on implicit perceptions of the problem(s)

the danger here, of course is that... 2/n

...if you bring three people together they might each see different things

One person sees one problem

One person sees two slightly overlapping problems

One person sees a parent problem with three child problems 3/n

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John Cutler

@johncutlefish

10 Oct

https://twitter.com/kocienda/status/1446847062717255680

Funny thing is that I both agree some people are really good at certain things

AND I also believe that certain environments are conducive to elevating everyone such that one person being really good at something doesn’t mean much (though it is helpful)

1/n

https://twitter.com/kocienda/status/1446847062717255680

The difference boils down to predominantly team oriented views of our work vs individual oriented views.

If you got all the best ppl at doing X in the world together and put them in a room… the differences would be minimal

In their org they are…. 2/n

Much better than everyone at X. They might even be 10x at it. If you leave them alone to do X they will outperform everyone at X.

But in a team setting, you’ll also need to do Y and Z. And A, B, and C.

Being 10x at X doesn’t mean much. 3/n

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John Cutler

@johncutlefish

1 Oct

genuine question

the first instinct or product / design folks when getting a new gig is to talk to customers. LOTS of them. As quickly as possible.

...but in other roles, this is a foreign concept.

assuming great intent and high skill in their respective domains...

why?

...could the intent be there, but it is more a question of fear, and feeling like you are being put on the spot?

another could be ...

whereas a product/design person knows what signals to look for

other people will assume that the customer will not be able to tell them something they don't know?

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John Cutler

@johncutlefish

18 Sep

A thread on "Starting Together"

1/n Here is how lots of teams work:

1) PMs and designers focus on the "next thing"
2) Developers work on the "current project"

What's wrong with this?

Outcomes suffer, even if it feels more efficient.

Why ...?

2/n While seemingly more efficient -- it causes problems:

1) information loss
2) "resetting costs" during transfer of knowledge
2) distances developer from "the problem"
3) higher work in progress (WIP), less flow
4) split focus for PMs/designer

So...

3/n When thinking about starting together, teams get a little paralyzed because they somehow can't imagine all focusing on research/discovery

You have...

A: The status quo
B: How they imagine starting together
C: How it happens in practice

Read 5 tweets

John Cutler

@johncutlefish

13 Sep

I am a huge advocate for visualizing work.

But there's one huge trap that I see teams fall into.

Start with the Why not the Way

Visualizing work is not the goal. ___ is the goal.

What do I mean?

1/n: Imagine if you emptied out all of your messy drawers just for fun. Well..

2/n: You would have succeeded in making a big mess and reminding yourself how messy you are, and how much you like collecting old subway cards, but you wouldn't have really achieved anything.

Now say you....

3/n: Started by committing to a powerful mission of making it easier to find things. You spend valuable time every day checking multiple drawers.

Or committing to a more public display of keepsakes and caring for your things better?

Read 6 tweets

John Cutler

@johncutlefish

11 Sep

I've met with ~70 teams in the last three weeks.

One thing that sticks in my mind.

Paradoxes.

1/n: you can have...

a mid-stage startup team that is highly dysfunctional

...but due to timing and early product/market fit, they succeed (by some measure) for years

2/n: you can have...

a team of incredibly thoughtful, experienced, people

...but due to disruption of the business model and the inertia of the legacy business, they go circles.

They're stuck.

3/n: you can have...

a bunch of new hire team contributors (engineers and designers) that are excited to tackle the new strategy

...but middle-management is severely underpaid, and burnt out by buffering "the teams" from "the biz".

The new hires leave quickly.

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