Discovery without delivery leads to little or no impact. Delivery without discovery leads to unknown, potentially negative impact. You need both.

Idea Validation — Much More Than Just A/B Experiments (2019).Itamar Gilad (@ItamarGilad). 🔗

Use story mapping to:. - Illustrate product capabilities .- Foster a shared understanding.- Outline the findings of discovery work.- Prioritise .- Determine MVP.- Slice into deliverable chunks.- Compare alternatives.- Surface dependencies. More thoughts at

Forget Agile. The goal is agility (2023).by Jeff Gothelf (@jboogie). 🔗

Over 2,000 people have used our five @HyperactUK Miroverse templates now:. - Product team canvas.- Service blueprint.- Story map.- Decision stack.- Assumption map. 🔗

The Rise of Product-led Transformations (2023).Ant Murphy (@ant_murphy).🔗

“In other words, how could we break up the DAU monolith into smaller, more meaningful (and hopefully, easier to optimize) segments?” . Interesting read on how @duolingo unpicked a top-level metric to reboot their growth engine.

Improve comms, resilience, observability, and morale by raining down chaos on your product for a day. 🔗 (6 min read)

Here's how @HyperactUK helps organisations with product strategy, discovery, and delivery. 🔗

10 common discovery traps:. Delivery gets in the way.Delivery disconnect.User access.No user researchers.Discovery is undervalued.Feasibility fail.Discovery says stop.Too many people.Cross-team complexity.Tools and techniques fail. (15 min read)

Dream product team shape:. 1️⃣ x product manager.1️⃣ x product designer.1️⃣ x tech lead.4️⃣ x engineer. Further thoughts in the article below, including ten other roles and when they can add the most value:. 🔗

No direct access to users? No clear strategy? A quarterly release process? No A/B testing? . Every role has its own unique set of challenges, but this doesn’t have to stop you making impactful products.

Discovery without delivery leads to little or no impact. Delivery without discovery leads to unknown, potentially negative impact. You need both.

It’s easy to get tangled up by adding more and more people to a team. It takes conscious effort to call out when you’re team is too big, and do something about it. 🔗

Use story mapping to:.- Illustrate product capabilities .- Foster a shared understanding.- Outline the findings of discovery work.- Prioritise .- Determine MVP.- Slice into deliverable chunks.- Compare alternatives.- Shape teams.- Surface dependencies . 🔗

Too much discovery can be just as damaging as not enough. When you could forego the disco:.🔍 Micro changes.🚀 Time-to-market is critical.📚 Established patterns.💭 Low-value features.🤷‍♂️ Solution constraints.👥 Limited users.​​📊 Existing research.

Low integrity commitments and the illusion of certainty. I’ve seen a variant of this at every single place I’ve been at, without fail. Execs ask when the next three or five or ten big things will be delivered. Somebody, often a PM, will say that they don't know yet. This doesn't

Finding it hard to align with other product teams in your org? Is your team struggling with its identity and purpose? Perhaps give Team APIs a go. Template: 30 min vid of the Team Topologies guys explaining the concept:

Try our Miroverse template for rapid onboarding of new team members, covering:. The product.Team and org goals.Our people.Usage data.Ways of working.Tech stack.Who users are.Latest user research.Stakeholders and dependencies.Tooling and ref materials. 🔗

A few pointers for running remote design sprints from GitLab:. 👉 Thorough planning is the secret ingredient .👉 Set the time expectations .👉 Partnership is key.👉 Celebrate the wins .

Rather than sales or marketing, could you make your product the primary vehicle for acquiring, activating, and retaining customers?. Lessons from Dropbox, Figma, and HubSpot. 🔗 (5 min read)