To focus on outcomes, product teams need to adapt their mindset to think outcome-first, get buy-in, and deliver on these outcomes over time.
A type 1 error, also known as a “false positive,” occurs when you mistakenly reject a null hypothesis as true.
Standardized, repeatable processes can greatly simplify your role as a project manager. One way to implement these processes is through the use of templates.
Chaos engineering is an approach to testing where hypothetical failures are intentionally introduced to see how your product responds.
Learn how we put together a high-performing team that built a working version of a product — a game called Fantasy Chess — in six weeks.
Containerization, also known as container stuffing or container loading, refers to the process of abstracting software code and its necessary libraries.
HEART differentiates itself by focusing on the user experience and encouraging you to gauge whether your product responds to user demands.
Adaptive leaders do not rely on their position to make decisions, but instead justify them with data and reliable insights.
This article looks at a handful of companies that have adapted and/or created working models that allowed them to be successful.
Management meetings are a regularly occurring meeting between company leaders for a variety of different top-level reasons.
Market opportunity analysis is the pivotal first step in crafting both a company’s initial strategy and its product strategy.
Setting a big hairy audacious goal (BHAG) can help excite your team about their projects. A compelling BHAG can create an environment of innovation backed by employees with a shared commitment.
