One of your primary responsibilities as a leader is to create clarity.

Clarity on:

-context, strategy, vision, goals

-roles, careers, expectations

-culture, boundaries, what’s acceptable vs not, etc…

A lot of problems I see in orgs can boil down to a lack of clarity.

A common challenge organizations face as they scale or when they go down the product transformation route is clarifying roles.

Either it’s caused by the introduction of new roles, like Product Marketing Managers, Growth Product Managers, etc, or having to rebaseline existing roles, like how we think about the Product Manager role.

Companies that move fast make decisions fast.

What takes one company a week, they do in a day. Compound that over time, and it’s a landslide.

The optimization problem is the problem of finding the best solution from all feasible solutions.

But what does the optimization problem look like in companies?

Let’s start with what being Product-Led is not… It’s not: Product Management-led, Product Managers are the boss, Where product makes all the calls, Something that only engineering and product do…