Les "blablabla" et "reblabla" pendant l'interview du député de LIOT aujourd'hui, le "Champion" lancé de manière narquoise sont des exemples de commentaires qui font le jeu de la défiance envers les politiques et l'attractivité des extrêmes. (Même si ces commentaires sont mérités)
et le brouhaha constants vont je pense à l'encontre du besoin (et du droit. venant du service public) des Français de comprendre et s'approprier l'actualité. Je crois que le service public doit avoir la barre plus haute que Cnews, même si c'est mauvais pour l'audience. (2/3)
J'aimerais vous interpeller @GillesBornstein, de la manière la plus bienveillante et constructive possible, sur ce que je considère être un déclassement incroyable du 18h depuis le départ de Patricia Loison. Les petites saillies, le mélange chroniqueurs et journalistes (1/3)
Let's talk about velocity. We saw this week a couple of posts giving "advice" about how product managers and owners should better manage it.
Just don't. Do It. Velocity is output. Let's focus on outcomes. #prodmgmt
Need help to do it? https://t.co/DSwBtcTun7
Can product managers/ownersowners, leaders and product teams even agree on what is a tech product?
This question is critical because it will steer all your discovery activities! ?
https://t.co/TScKTeZ8GF
#prodmgmt
Unfortunately, many Product teams, especially product managers and owners, are not doing product discovery correctly. Do you tackle Product Viability during Discovery?
https://t.co/Q2nBWjxWSC
#product#productdiscovery#productmgmt#productowner
Another great meetup talk with @danolsen and @mavinmartina Lauchengco! We need closer and better collaboration between product and product marketing!
Best moment? When you realize we love the same stuff! ;-) #prodmgmt@LeanProdMeetup
(classic stuff is not used at work!)
@thomaslissajoux @IamAustinYang You create a culture of hand-offs that removes empowerment, ownership, and autonomy from the team and it's impossible to sustain high performance over a long period of time.
@IamAustinYang@Milostojki SAFe was primarily designed to fit on 1 slide with all the current buzzwords to please executives and consultancy firms. "Look it's clean, it's square and you have everything". That diagram especially, you can draw the waterfall over it :-)
@nickstewpd @vvdtnl @IamAustinYang The highest-performing organizations don't use SAFe. They don't focus on processes and framework either but on culture and fostering the right behaviours without having to enforce them with a one-size-fits-all-except-my-needs solution.
@ttorres I now always start by looking at the integrations page of a tool. Gives a first glimpse at how open/robust the tool is and how open/self-conscious the team is about their API.
@dan_j_cook @DavidDenhamLV8@RichMironov - Teams estimate to avoid the bias and impossibility-to-know-everything from a single estimator. Discussions must be facilitated so the team can commit to the same estimate.
- it’s an iterative process and discovery enables refining until we have a good level of confidence.
@diarahmanTO Inspired by Marty Cagan
Continuous Discovery Habits by Teresa Torres
User Story Mapping by Jeff Patton
Lean Product by Dan Olsen
You can’t be wrong with the best of our field :)