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Product Management with Purpose: Addressing the Problems Your Customers Face

Teams can build a product or feature exactly to specification and still fail if customers don’t respond positively to the product.
Product Discovery and Validation (D&V) is crucial in understanding customer needs and validating ideas.
Continuous discovery allows teams to adapt to evolving customer needs through experimentation.
Understanding customer problems and organizational risk appetite are vital in product management.

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Scrum

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Dispelling Myths of Product Discovery in Scrum

Scrum teams should not confine product discovery to a standalone phase and should instead integrate it into their sprint efforts
Teams can apply product discovery to different horizons, formulating bug fixes and feature release for the present and experimenting with futuristic ideas
Agile teams should apply discovery to products regardless of whether it's a new project or developing an existing one
Product discovery need not be too expensive or impede development speed, as releasing wrong features or discovery integrated with delivery is much more time-consuming and costly
Scrum Team's diverse skill sets should be utilized optimally to work on different discovery-related activities and not just leave it to analysts or testers
The Definition of Done (DoD) is a constraint that can be reframed to help Scrum teams discover more value to increment
Product discovery is empirical, requires breaking down user goals into hypotheses and tests, and enables informed value-based decision making

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Product Discovery and Validation in Scrum

Product Discovery is the discipline of discovering the problem we are trying to solve and the process of discovering valuable outcomes for the user, customer, and stakeholders.
Product Discovery is an evidence-informed and nonlinear process conducted by cross-functional teams.
The phrase "Product Discovery" encompasses both significant and small discoveries for products.
Product Discovery requires validation to improve understanding, answer questions of value, and prove the Increment's value.

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Scrum-Master-Toolbox

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Johann Botha: Coaching for Accountability, How Scrum Masters Can Foster Self-Managing Teams

Scrum Masters must balance authority and influence to foster self-managing teams.
Retrospective format 'The Good, the Bad, the Ugly' helps teams identify real issues and experiment with solutions.
Scrum Masters can supercharge their facilitation skills with the book 'Actionable Agile Tools.'
Johann Botha is a consultant and coach who promotes Lean and Agile practices.

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Medium

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Heraclitus and the Flux of Innovation

Heraclitus, the pre-Socratic thinker known for his doctrine of change, seems to have foreseen the core principles of Agile product management about 2,500 years early.
In the world of Agile product management, this principle is echoed in our embrace of iterative development and continuous improvement.
Agile methodologies are built on this very premise. We work in short sprints, maintain flexible backlogs, and prioritize adaptability over rigid long-term planning.
Heraclitus believed that conflict and opposition were necessary for growth and harmony. In the world of Agile product management, we see this play out in our emphasis on cross-functional teams and diverse perspectives.
Heraclitus understood that meaningful change and growth happen incrementally, not overnight.
Perhaps the most valuable lesson Heraclitus offers to Agile product managers is the importance of embracing the flow of change rather than trying to control it.
As we continue to push the boundaries of innovation in product development, perhaps the key to success lies not just in cutting-edge technologies, but in the timeless philosophies that have guided human thought for millennia.
In embracing this synthesis of Heraclitus and Agile, we find a path to not just better products, but to more resilient and effective product teams.
The journey of product development, much like Heraclitus’ river, becomes one of constant flow, adaptation, and growth.
The next time you’re faced with a daunting product challenge or an unexpected pivot, take a moment to channel your inner Heraclitus.

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Medium

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The Stoic’s Guide to Agile Product Management

An unlikely philosophy, Stoicism, has recently been gaining traction among forward-thinking product managers due to its similarities to agile methodologies and is proving to be a powerful framework for navigating complexities within product development in our everchanging digital landscapes.
Both Stoicism and Agile are founded on the fundamental acceptance of change - the Stoic principle of “amor fati” - love of fate - encourages embracing whatever comes our way, while Agile is built on the premise that change should be welcomed rather than resisted.
Incorporating Stoic principles into product development processes leads to better products and more fulfilled and motivated teams as it encourages product managers to focus on delivering value to users and maintaining ethical practices.
The practice of examining judgments and emotions is another Stoic practice that aligns with the data-driven approach of Agile methodologies, both advocating for clear-headed analysis over impulsive decisions.
The cultivation of resilience is perhaps the most valuable lesson Stoicism offers to Agile product managers.
The Stoic emphasis on inner strength and equanimity is invaluable, particularly in a field where setbacks are common and the path to success is often unclear.
In embracing this synthesis of Stoicism and Agile, the journey of product development, much like the Stoic’s path to virtue, becomes one of continuous growth, resilience, and unwavering focus on what truly matters.
The Stoic product manager, armed with both ancient wisdom and agile practices, is well-equipped to lead teams towards creating products that not only meet market demands but also contribute positively to users’ lives.
The blending of modern and ancient concepts has led to “Stoic Stand-ups” and the incorporation of a “product journal,” leading to more honest conversations among team members and better problem-solving as they learn to separate judgments from facts.
The ultimate goal of Stoicism is virtue, while the ultimate goal of Agile is to prioritize actionable items and deliver incremental value.

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Medium

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Unleashing Your Inner Socrates: The Agile Manager’s Guide to Asking Better Questions

Socratic questioning is a valuable tool for Agile teams to improve problem-solving and uncover hidden assumptions.
By challenging assumptions and asking the right questions, teams can drive innovation and improve communication.
Socratic questioning can be applied during sprint planning, gathering feedback from stakeholders, and analyzing team successes or challenges.
By integrating Socratic questioning into Agile practices, teams can foster a culture of continuous learning and improvement.

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Medium

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Plato’s Cave and Product Vision

Plato's Cave and Product Vision
The author reflects on how Plato's 'Allegory of the Cave' helped navigate the world of tech innovation.
The product development process was likened to being stuck in the cave, only perceiving shadows of what was possible.
Embracing the philosophical approach led to asking deeper questions, exploring new technologies, and expanding possibilities.

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Scrum-Master-Toolbox

Johann Botha: Overcoming External Dependencies in Agile Transformations

In large organizations, even the best Agile efforts can fail if external dependencies are not managed.
Johann Botha shares his experience with a financial services IT department where traditional project governance stifled Agile initiatives.
He provides practical tips on engaging leadership, redefining governance, and using techniques like the double diamond for root cause analysis to foster an environment where Agile can thrive.
Johann Botha is a Lean and Agile consultant, coach, speaker, and writer.

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Minis

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UK launches first full-sized autonomous bus service with with top speed of 50 mph

The U.K.'s first full-sized autonomous bus service, known as AB1, has launched, marking a significant milestone for the autonomous technology sector.
The AB1 service operates on a 14-mile route in Scotland, carrying up to 10,000 passengers per week and crossing the iconic Forth Road Bridge.
The trial will continue until 2025, featuring a fleet of five autonomous buses traveling at speeds of up to 50 mph.
The autonomous buses rely on sensors and AI, with a human safety driver and on-board staff to ensure passenger safety and address inquiries.

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