It’s not your opinion, it’s your expertise that matters

Everyone has plenty of them, and sadly, many of us are not afraid of sharing them regularly. Not only that, but they often have absolutely no relation with reality. Problematically, the more authoritative your position, the more significant their effect. Yes, I’m referring to opinions. Yet ultimately, what matters is expertise, not opinions.

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Business Lessons from the Aviation World

In the aviation world, safety is given a lot of attention—and rightfully so. Redundancy and checklists are everywhere and there is very strict regulation where everything is codified. As importantly, there are aviation-related organizations whose main focus is on learning from past mistakes. The business world could certainly learn a thing or two from the aviation industry.

This episode is based on a corresponding blog post.

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Getting the pricing right is harder than it seems

Setting pricing seems easy. You understand the value you provide to your users and how much they are willing to pay. Armed with that information, you set the price. But if you sell in more than one country or through partners, you very quickly add a whole new level of complexity that makes the whole exercise, well, fun.

This podcast episode is based on a corresponding blog post.

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Santa, Inc. – The amazing business model of a reindeer pilot

When the success of your organization depends on global delivery within a window of just 24 hours, it’s imperative for your logistics and delivery systems to be flawless. Add to that a strict focus on delighting the customers using processes that rely heavily on outsourcing and you can see just what a challenge it would be. Wait a minute! There’s also that whole “deliver significant shareholder value and growth, year after year” thing. Daunting? Yes. But not for Santa, Inc. How does the company do it?

That’s what I look at in this podcast episode, using one of the great tools available to understand products, businesses, and other opportunities: the Business Model Canvas. A while back, I played around an applied the BMC to a holiday-season centric subject.

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It’s not your opinion, it’s your expertise that matters

In this episode, I look at the difference between opinions and expertise, how to build expertise, and why expertise is so important. And remember: don’t be afraid of admitting that you don’t know and that you are going to find out. While I am no expert at podcasting, this CC:World podcast is a way for me to learn and find out for example, reason why I am experimenting with different styles. Let me know what you think.

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What is “Customer Delight”?

“Customer delight” is about putting a smile on someone’s face after they’ve used your product. It’s about putting the elements in place that will create an emotional link between the user and the product. It requires not only a clear understanding of why but also relentless attention to detail at every touchpoint—a “crafted with care” mentality.

This podcast episode is based on an article I previously wrote in my blog.

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Product-Management Mastery: It takes (at least) 3

I’ve had the immense privilege of working with highly talented product managers over the years. I’ve also shared paths with others who still had a long and tumultuous path ahead of them as they struggle to master their craft. If I’ve discovered anything, it’s that product management is part art, part craft and part science.

While I’ve argued previously that product managers do nothing and there are as many definitions of the product manager’s role as there are products and companies, we all strive—or, at least, should be striving—to master our craft. The journey itself toward what I’ll call Mastery in Product Management is hugely rewarding, each product manager should have his or her own understanding of what mastery is in their field and how to recognize when they have achieved that level. This is my take on it.

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The trinity of products: Quality, Resources and Time

You’ve heard the old saw: “Fast, good or cheap—pick two.” You can get good-enough quality quickly, but it won’t be cheap. You can get a great price and have it ASAP but the quality will likely be suspect. Or you can have great quality at a great price but expect to wait for it. Developing products is a lot like that. It’s a flurry of constant choices—and compromises—that are about quality, cost and speed. Living within these constraints can be challenging, but living without constraints will almost certainly result in failure. What’s a product manager to do?

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