If we hadn’t thought through installation with the same care and attention that we lavished on the thermostat, it would never have occurred to us to put a screwdriver in every box.
Make the intangible tangible so you can’t overlook the less showy but incredibly important parts of the journey. You should be able to map out and visualize exactly how a customer discovers, considers, installs, uses, fixes, and even returns your product. It all matters.
He used a technique I later came to call the virus of doubt. It’s a way to get into people’s heads, remind them about a daily frustration, get them annoyed about it all over again. If you can infect them with the virus of doubt—“Maybe my experience isn’t as good as I thought, maybe it could be better”—then you prime them for your solution. You get them angry about how it works now so they can get excited about a new way of doing things.
Every product should have a story, a narrative that explains why it needs to exist and how it will solve your customer’s problems. A good product story has three elements: » It appeals to people’s rational and emotional sides. » It takes complicated concepts and makes them simple. » It reminds people of the problem that’s being solved—it focuses on the “why.”
An almost impossible combination of structured thinker and visionary leader, with incredible passion but also firm follow-through, who’s a vibrant people person but fascinated by technology, an incredible communicator who can work with engineering and think through marketing and not forget the business model, the economics, profitability, PR. They have to be pushy but with a smile, to know when to hold fast and when to let one slide.
Product management is less a well-defined role and more a set of skills. It lives between everything, a white space that morphs based on the customer, the needs of the business, and the abilities of the humans involved.
Chicago grew from a settlement of fewer than a hundred people (and fourteen taxpayers) in 1830 to a towering megalopolis with the world’s first dense cluster of skyscrapers and more than a million residents in 1890—despite having burned to the ground in 1871.
The event familiarly known as “Pearl Harbor” was in fact an all-out lightning strike on U.S. and British holdings throughout the Pacific. On a single day, the Japanese attacked the U.S. territories of Hawai‘i, the Philippines, Guam, Midway Island, and Wake Island. They also attacked the British colonies of Malaya, Singapore, and Hong Kong, and they invaded Thailand. It was a phenomenal success. Japan never conquered Hawai‘i, but within months Guam, the Philippines, Wake, Malaya, Singapore, and Hong Kong all fell under its flag. Japan even seized the westernmost tip of Alaska, which it held for more than a year.
The Mexican War of 1846–48 had ended with U.S. forces occupying Mexico City. Some in Congress proposed taking all of Mexico. From a military perspective, that was entirely feasible. But South Carolina senator John C. Calhoun, one of the nation’s prime defenders of slavery, objected. “We have never dreamt of incorporating into the Union any but the Caucasian race—the free white race,” he insisted on the Senate floor. “Are we to associate with ourselves, as equals, companions, and fellow-citizens, the Indians and mixed races of Mexico?”
