Viktor

“to be clear, a product manager that does not have this level of knowledge has no business serving as product manager for her team. And the responsibility for ensuring this level of competence is squarely on her manager.”
― Marty Cagan, Empowered: Ordinary People, Extraordinary Products

“Nurturing a team that allows for diverse points of view begins with the hiring process where you consider your team as a portfolio of strengths and backgrounds.”
― Marty Cagan, Empowered: Ordinary People, Extraordinary Products

“The typifications of social interaction become progressively anonymous the farther away they are from the face-to-face situation. Every typification, of course, entails incipient anonymity. If I typify my friend Henry as a member of category X (say, as an Englishman), I ipso facto interpret at least certain aspects of his conduct as resulting from this typification—for instance, his tastes in food are typical of Englishmen, as are his manners, certain of his emotional reactions, and so on. This implies, though, that these characteristics and actions of my friend Henry appertain to anyone in the category of Englishman, that is, I apprehend these aspects of his being in anonymous terms. Nevertheless, as long as my friend Henry is available in the plenitude of expressivity of the face-to-face situation, he will constantly break through my type of anonymous Englishman and manifest himself as a unique and therefore atypical individual—to wit, as my friend Henry.”
― Peter L. Berger, The Social Construction of Reality: A Treatise in the Sociology of Knowledge

“When I coach product managers on competitive analysis, I like to ask the PM to evaluate the top three to five players in the space and to write up a narrative comparing and contrasting the strengths and weaknesses of each player—highlighting opportunities.”
― Marty Cagan, Empowered: Ordinary People, Extraordinary Products