Besides sharing their own expertise with me and the audience, we try to understand the recipe for their success and do what us project managers do best: break their success down into manageable chunks and see how we can take similar steps.
This guideline pops up often inside Automattic via folks like Matt, or me, on internal memos when discussing how best to balance product planning, strategy, and execution. With a bias toward action, we aim to learn more quickly by launching directly to users and customers.
I love this philosophy for product strategy and execution because it puts the right balance on each activity.
Dreams take time and effort to accomplish, and a clear product vision means looking ahead enough to inspire and motivate people to join the mission.
When we don’t know an accurate launch date at the beginning, monthly plans split the work into smaller projects and tasks that’ll bring improvements out to the public quicker. This means we learn faster, measure the immediate impact of a launch, and track usage as close as possible to real-time.
Speed matters in marketing, business, and product development. Sometimes we aren’t confident the current change is the right one, yet shipping before we’re fully confident leads to a smarter set of next changes — informed by the people using the product.
Ship daily, measure weekly, and plan in months to find out what works sooner than later.
When analyzing my work with teams, projects, and my own contributions I often try to find the bottleneck in the system. What’s blocked? How could we move faster? What’s are the important decisions?
Kathleen Eisenhardt is a professor at Stanford University who dives deep into these questions, and more. Below are two examples that share insights from her work around complex systems, decision making, and how simple rules can make all the difference.