Importance of culture from day 0 (start it yesterday).
Disagreeable givers: people who enjoy conflict, who like to challenge the status quo and rock the boat, and who are motivated to do that in service of helping other people to be successful or achieving a meaningful organisation goal.
Have “To Do” and “To Don’t”. Think about the people you don’t hire.
About letting go people who are not excellent at Netflix and how to do that in a fair way.
Interview rare (et un peu longue) de Larry Page sur l’importance de faire des “crazy things” (Google Zeitgest)
We underestimate the large scale changes and we are too optimistic on how long it’s going to take for them to arrive
So you need to start today. You can’t catch up
It’s important to do things that people think are crazy.
20% of your time on the things that seem crazy and far out.Get people focused on non incremental changes.
It’s very easy to neglect the future compared to the present.
You can never focus enough the people on the future
Les meilleures stratégies dépendent des meilleures informations en entrée (Hiten Shah)
It’s a lot easier to read business books than to go out and talk to customers.
Not just of my product, but more broadly: what do people do every day?
Step 1: Gather inputs
I don’t look at what competitors are doing as much as what the customer is saying. I’m really digging in to learn the good, the bad, and the ugly of their experience.
The App Store has reviews for some companies, and those can be really helpful. I’ll also search on Twitter for the company name plus variations of “like” or “dislike” to find what people are talking about.
Les objectifs d’équipe et les différences entre product team et feature team (SVPG).
OKR’s are first and foremost an empowerment technique.
They think that empowered product teams, and this technique especially, is about less management. But it’s actually about better management.
Le Coronavirus par John Olliver (must watch) (Youtube).