
EMPOWERED Ordinary People, Extraordinary Products
Reviews

As a business leader, you can take a lot from this book as it can guide you to create teams where your presence will be less necessary (and thus save you time!). "Empowering" teams to create their own objectives and guide their work from them can be a catalyzer of innovation and productivity in your company. I thought that it was not as brilliant as Inspired by the same author, but it still can be recommended as a must-read for every person working in Product. It feels a bit useless to have the book divided into 81 chapters though..

felt kinda dry, but i'm also not the right target reader

A must-read for any professional who is managing or working with product teams. The book describes a lot of practices which are at core common sense, but which are not applicable in today’s organizations. I love the idea of empowered product teams, who have the autonomy to solve problems, and who are not “feature machines”. In order to get there a mindset shift needs to happen in organizations and leadership plays a key role in it.

Cagan continues to provide the best handbooks in the business for "product people" as he calls them. A must-read for anybody leading engineering, product, or design.




















Highlights

If you think that by moving to Agile you've already done some form of digital transformation, I am sorry to tell you, but you haven't even gotten started.
😂

We look to leadership for inspiration and we look to management for execution.
👆🏻 THIS!

Future teams are cross-functions (a product manager doing mainly project management, a product designer, plus some engineers) and assigned features and projects to build rather than problems to solve, and as such they are all about output and not business results.
Empowered product teams are also cross-functional (a product manager, a product designer, and engineers), but in contrast to feature teams, they are assigned problems to solve, and are then empowered to come up with solutions that work—measured by outcome—and held accountable to results.

In strong product companies, teams are given problems to solve, rather than features to build, and most important, they are empowered to solve those problems in the best way they see fit. And they are then held accountable to the results.

While moving to truly empowered teams does require moving away from the old command-and-control model of management, it does not mean you need fewer leaders and managers. It means, you need better leaders and managers.

In Strong product companies, the purpose of the product team is to serve customers by creating products customers love, yet work for the business.

Leadership is about recognizing that there's a greatness in everyone, and your job is to create an environment where that greatness can emerge.