Yongjin Jin

“this story also highlights the iterative nature of discovery and delivery. Many teams ask, “When are we done with discovery? When do we get to send our ideas to delivery?” The answer to the first question is simple. You are never done with discovery. Remember, this book is about continuous discovery. There is always more to learn and to discover. The second question is harder to answer. In the AfterCollege story, we had already started the delivery work. Our prototype had a working interface that real customers could use. We were collecting real data. Our discovery required that we start delivery. Measuring the impact of that delivery resulted in us needing to do more discovery. This is why we say discovery feeds delivery and delivery feeds discovery. They aren’t two distinct phases. You can’t have one without the other. In Chapter 10, you learned to iteratively invest in experiments, to start small, and to grow your investment over time. Inevitably, as your experiments grow, you are going to need to test with a real audience, in a real context, with real data. Testing in your production environment is a natural progression for your discovery work. It’s also where your delivery work begins. If you instrument your delivery work, discovery will not only feed delivery, but delivery will feed discovery.”
― Teresa Torres, Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value

“Hobbies are what the smartest people spend time on when they aren’t constrained by near-term financial goals. I like to say that what the smartest people do on the weekends is what everyone else will do during the week in ten years.”
― Chris Dixon, Read Write Own: Building the Next Era of the Internet

“In stakeholder-driven models, it is inherently nearly impossible to have this necessary focus. That's because each stakeholder has their own goals and needs, and the company is simply trying to satisfy as many stakeholders as possible.”
― Marty Cagan, Transformed: Moving to the Product Operating Model

“Why is that? Because once the product manager has claimed something is a “requirement,” that pretty much ends the conversation and moves the discussion to implementation.”
― Marty Cagan, Transformed: Moving to the Product Operating Model