INSPIRED

How do today's most successful tech companies--Amazon, Google, Facebook, Netflix, Tesla--design, develop, and deploy the products that have earned the love of literally billions of people around the world? Perhaps surprisingly, they do it very differently than the vast majority of tech companies. In INSPIRED, technology product management thought leader Marty Cagan provides readers with a master class in how to structure and staff a vibrant and successful product organization, and how to discover and deliver technology products that your customers will love--and that will work for your business.With sections on assembling the right people and skillsets, discovering the right product, embracing an effective yet lightweight process, and creating a strong product culture, readers can take the information they learn and immediately leverage it within their own organizations--dramatically improving their own product efforts.Whether you're an early stage startup working to get to product/market fit, or a growth-stage company working to scale your product organization, or a large, long-established company trying to regain your ability to consistently deliver new value for your customers, INSPIRED will take you and your product organization to a new level of customer engagement, consistent innovation, and business success.Filled with the author's own personal stories--and profiles of some of today's most-successful product managers and technology-powered product companies, including Adobe, Apple, BBC, Google, Microsoft, and Netflix--INSPIRED will show you how to turn up the dial of your own product efforts, creating technology products your customers love.The first edition of INSPIRED, published ten years ago, established itself as the primary reference for technology product managers, and can be found on the shelves of nearly every successful technology product company worldwide. This thoroughly updated second edition shares the same objective of being the most valuable resource for technology product managers, yet it is completely new--sharing the latest practices and techniques of today's most-successful tech product companies, and the men and women behind every great product.

Dedication 6Preface to the Second Edition 7PART 1: Introduction: Lessons from Top Tech Companies 9Chapter 1: Behind Every Great Product 11Chapter 2: Technology-Powered Products and Services 12Chapter 3: Startups: Getting to Product/Marketing Fit 13Chapter 4: Growth-Stage Companies: Scaling to Success 14Chapter 5: Enterprise Companies: Consistent Product Innovation 15Chapter 6: The Root Causes of Failed Product Efforts 16Chapter 7: Beyond Lean and Agile 21Chapter 8: Key Concepts 23Breakout: Minimum Viable Product 26PART 2: The Right People 27Product Teams 28Chapter 9: Principles of Strong Product Teams 29Breakout: Principles and Techniques 35Chapter 10: The Product Manager 36Breakout: Product Manager vs. Product Owner 43Breakout: The Two Critical Classes for Product Managers 44Chapter 11: The Product Designer 45Chapter 12: The Engineers 50Breakout: The Tech Lead Role 52Chapter 13: Product Marketing Managers 53Chapter 14: The Supporting Roles 55Chapter 15: Profile: Jane Manning of Google 57People @ Scale 59Chapter 16: The Role of Leadership 60Chapter 17: The Head of Product Role 63Breakout: The Group Product Manager Role 67Chapter 18: The Head of Technology Role 69Chapter 19: The Delivery Manager Role 71Chapter 20: Principles of Structuring Product Teams 72Breakout: Autonomy @ Scale 76Chapter 21: Profile: Lea Hickman of Adobe 80PART 3: The Right Product 83Product Roadmaps 84Chapter 22: The Problems with Product Roadmaps 86Chapter 23: The Alternative To Roadmaps 88Breakout: High-Integrity Commitments 91Product Vision 93Chapter 24: Product Vision and Product Strategy 94Breakout: Prioritizing Markets 97Chapter 25: Principles of Product Vision 98Chapter 26: Principles of Product Strategy 100Chapter 27: Product Principles 101Product Objectives 102Chapter 28: The OKR Technique 104Chapter 29: Product Team Objectives 106Product @ Scale 109Chapter 30: Product Objectives @ Scale 110Chapter 31: Product Evangelism 112Chapter 32: Profile: Alex Pressland of the BBC 114PART 4: The Right Process 116Product Discovery 117Chapter 33: Principles of Product Discovery 120Breakout: Ethics: Should We Build It? 123Breakout: Discovery Iterations 124Chapter 34: Discovery Techniques Overview 125Discovery Framing Techniques 128Breakout: Problems vs. Solutions 130Chapter 35: Opportunity Assessment Technique 131Chapter 36: Customer Letter Technique 133Chapter 37: Startup Canvas Technique 135Breakout: The Biggest Risk 136Discovery Planning Techniques 138Chapter 38: Story Map Technique 139Chapter 39: Customer Discovery Program Technique 141Breakout: Defining Product/Market Fit 147Chapter 40: Profile: Martina Lauchengco of Microsoft 148Discovery Ideation Techniques 150Chapter 41: Customer Interviews 151Chapter 42: Concierge Test Technique 153Chapter 43: The Power of Customer Misbehavior Technique 154Breakout: The Power of Developer Misbehavior 156Chapter 44: Hack Days 157Discovery Prototyping Techniques 158Chapter 45: Principles of Prototypes 160Chapter 46: Feasibility Prototype Technique 161Chapter 47: User Prototype Technique 163Chapter 48: Live-Data Prototype Technique 165Chapter 49: Hybrid Prototype Technique 167Discovery Testing Techniques 168Chapter 50: Testing Usability 169Chapter 51: Testing Value 174Chapter 52: Demand Testing Techniques 176Breakout: Discovery Testing in Risk-Averse Companies 178Chapter 53: Qualitative Value Testing Techniques 180Chapter 54: Quantitative Value Testing Techniques 183Breakout: The Role of Analytics 185Breakout: Flying Blind 188Chapter 55: Testing Feasibility 190Breakout: Discovery for Hardware Products 192Chapter 56: Testing Business Viability 193Breakout: User Test vs. Product Demo vs. Walkthrough 196Chapter 57: Profile: Kate Arnold of Netflix 197Transformation Techniques 199Chapter 58: Discovery Sprint Technique 200Breakout: Discovery Coaches 202Chapter 59: Pilot Team Technique 203Chapter 60: Weaning an Organization Off Roadmaps 204Process @ Scale 205Chapter 61: Managing Stakeholders 206Breakout: Devolving from Good to Bad 209Chapter 62: Communicating Product Learnings 211Chapter 63: Profile: Camille Hearst of Apple 212PART 5: Summary: The Right Culture 214Chapter 64: Good Product Team/Bad Product Team 215Chapter 65: Top Reasons for Loss of Innovation 218Chapter 66: Top Reasons for Loss of Velocity 220Chapter 67: Establishing a Strong Product Culture 222Acknowledgments 224About the Author 226Learning More 227