INSPIRED

How do today's most successful tech companies--Amazon, Google, Facebook, Netflix, Tesla--design, develop, and deploy the products that have earned the love of literally billions of people around the world? Perhaps surprisingly, they do it very differently than the vast majority of tech companies. In INSPIRED, technology product management thought leader Marty Cagan provides readers with a master class in how to structure and staff a vibrant and successful product organization, and how to discover and deliver technology products that your customers will love--and that will work for your business.

With sections on assembling the right people and skillsets, discovering the right product, embracing an effective yet lightweight process, and creating a strong product culture, readers can take the information they learn and immediately leverage it within their own organizations--dramatically improving their own product efforts.

Whether you're an early stage startup working to get to product/market fit, or a growth-stage company working to scale your product organization, or a large, long-established company trying to regain your ability to consistently deliver new value for your customers, INSPIRED will take you and your product organization to a new level of customer engagement, consistent innovation, and business success.

Filled with the author's own personal stories--and profiles of some of today's most-successful product managers and technology-powered product companies, including Adobe, Apple, BBC, Google, Microsoft, and Netflix--INSPIRED will show you how to turn up the dial of your own product efforts, creating technology products your customers love.

The first edition of INSPIRED, published ten years ago, established itself as the primary reference for technology product managers, and can be found on the shelves of nearly every successful technology product company worldwide. This thoroughly updated second edition shares the same objective of being the most valuable resource for technology product managers, yet it is completely new--sharing the latest practices and techniques of today's most-successful tech product companies, and the men and women behind every great product.

Auteur

MARTY CAGAN, widely recognized as the primary thought leader for technology product management, is the founder of the Silicon Valley Product Group (SVPG). He served as an executive responsible for defining and building products for some of the most successful companies in the world, including Hewlett-Packard, Netscape Communications, and eBay.

Contenu

Dedication 6 Preface to the Second Edition 7 PART 1: Introduction: Lessons from Top Tech Companies 9 Chapter 1: Behind Every Great Product 11 Chapter 2: Technology-Powered Products and Services 12 Chapter 3: Startups: Getting to Product/Marketing Fit 13 Chapter 4: Growth-Stage Companies: Scaling to Success 14 Chapter 5: Enterprise Companies: Consistent Product Innovation 15 Chapter 6: The Root Causes of Failed Product Efforts 16 Chapter 7: Beyond Lean and Agile 21 Chapter 8: Key Concepts 23 Breakout: Minimum Viable Product 26 PART 2: The Right People 27 Product Teams 28 Chapter 9: Principles of Strong Product Teams 29 Breakout: Principles and Techniques 35 Chapter 10: The Product Manager 36 Breakout: Product Manager vs. Product Owner 43 Breakout: The Two Critical Classes for Product Managers 44 Chapter 11: The Product Designer 45 Chapter 12: The Engineers 50 Breakout: The Tech Lead Role 52 Chapter 13: Product Marketing Managers 53 Chapter 14: The Supporting Roles 55 Chapter 15: Profile: Jane Manning of Google 57 People @ Scale 59 Chapter 16: The Role of Leadership 60 Chapter 17: The Head of Product Role 63 Breakout: The Group Product Manager Role 67 Chapter 18: The Head of Technology Role 69 Chapter 19: The Delivery Manager Role 71 Chapter 20: Principles of Structuring Product Teams 72 Breakout: Autonomy @ Scale 76 Chapter 21: Profile: Lea Hickman of Adobe 80 PART 3: The Right Product 83 Product Roadmaps 84 Chapter 22: The Problems with Product Roadmaps 86 Chapter 23: The Alternative To Roadmaps 88 Breakout: High-Integrity Commitments 91 Product Vision 93 Chapter 24: Product Vision and Product Strategy 94 Breakout: Prioritizing Markets 97 Chapter 25: Principles of Product Vision 98 Chapter 26: Principles of Product Strategy 100 Chapter 27: Product Principles 101 Product Objectives 102 Chapter 28: The OKR Technique 104 Chapter 29: Product Team Objectives 106 Product @ Scale 109 Chapter 30: Product Objectives @ Scale 110 Chapter 31: Product Evangelism 112 Chapter 32: Profile: Alex Pressland of the BBC 114 PART 4: The Right Process 116 Product Discovery 117 Chapter 33: Principles of Product Discovery 120 Breakout: Ethics: Should We Build It? 123 Breakout: Discovery Iterations 124 Chapter 34: Discovery Techniques Overview 125 Discovery Framing Techniques 128 Breakout: Problems vs. Solutions 130 Chapter 35: Opportunity Assessment Technique 131 Chapter 36: Customer Letter Technique 133 Chapter 37: Startup Canvas Technique 135 Breakout: The Biggest Risk 136 Discovery Planning Techniques 138 Chapter 38: Story Map Technique 139 Chapter 39: Customer Discovery Program Technique 141 Breakout: Defining Product/Market Fit 147 Chapter 40: Profile: Martina Lauchengco of Microsoft 148 Discovery Ideation Techniques 150 Chapter 41: Customer Interviews 151 Chapter 42: Concierge Test Technique 153 Chapter 43: The Power of Customer Misbehavior Technique 154 Breakout: The Power of Developer Misbehavior 156 Chapter 44: Hack Days 157 Discovery Prototyping Techniques 158 Chapter 45: Principles of Prototypes 160 Chapter 46: Feasibility Prototype Technique 161 Chapter 47: User Prototype Technique 163 Chapter 48: Live-Data Prototype Technique 165 Chapter 49: Hybrid Prototype Technique 167 Discovery Testing Techniques 168 Chapter 50: Testing Usability 169 Chapter 51: Testing Value 174 Chapter 52: Demand Testing Techniques 176 Breakout: Discovery Testing in Risk-Averse Companies 178 Chapter 53: Qualitative Value Testing Techniques 180 Chapter 54: Quantitative Value Testing Techniques 183 Breakout: The Role of Analytics 185 Breakout: Flying Blind 188 Chapter 55: Testing Feasibility 190 Breakout: Discovery for Hardware Products 192 Chapter 56: Testing Business Viability 193 Breakout: User Test vs. Product Demo vs. Walkthrough 196 Chapter 57: Profile: Kate Arnold of Netflix 197 Transformation Techniques 199 Chapter 58: Discovery Sprint Technique 200 Breakout: Discovery Coaches 202 Chapter 59: Pilot Team Technique 203 Chapter 60: Weaning an Organization Off Roadmaps 204 Process @ Scale 205 Chapter 61: Managing Stakeholders 206 Breakout: Devolving from Good to Bad 209 Chapter 62: Communicating Product Learnings 211 Chapter 63: Profile: Camille Hearst of Apple 212 PART 5: Summary: The Right Culture 214 Chapter 64: Good Product Team/Bad Product Team 215 Chapter 65: Top Reasons for Loss of Innovation 218 Chapter 66: Top Reasons for Loss of Velocity 220 Chapter 67: Establishing a Strong Product Culture 222 Acknowledgments 224 About the Author 226 Learning More 227