Interviews with world-class product leaders and growth experts to uncover concrete, actionable, and tactical advice to help you build, launch, and grow your own product.
My favourite Lenny Podcast guest so far. Such a brilliant mind and engaging speaker. I especially loved the bit where Lenny asked about favourite recent product. Many might say a mass consumer product like an Apple product or some other piece of tech, but Hamilton referred to a 150 year old hand woven Persian rug that when he sees it every day it uplifts him because of its beauty, not utility. Inspiring. Keep up the great work Lenny and team.
Hey I want to do the Reforge Martech Course but unable to find it on Reforge, I think they have removed it. Can I get access to the material? Let me know please
*37:42** (and very context specific. Essentially, the message isn't, build something low quality and simple.)* ^^IDEA: I think Eric should make a YT show where he rates MVPs, and gives them the direct feedback they need to hear. He's funny and to the point. And he's likable so trolls will be less likely to attack, but you never know -- I rarely ever read the comments, unless I'm ready to dive into a mental breakdown. Lol #theinternetisscary #itusedtobemagical
This was an outstanding and insightful interview. You did a good job of facilitating him through his most notable findings from his books and experience, and he did a great job of staying very consistent with his message. This is quite a lot of food for thought; thank you for hosting this interview!
Saw Ayan Rand in the background after 11 mins into the podcast and had to turn it off. Can't take anyone seriously especially a grown brown woman open to white libertarian ideology.
What is that Data Management Systems book in Marty's bookshelf at 7:37? It s the leftmost book in the lower shelf. Google does't seem to bring up that book by title.
I just asked Mary about this, here's his answer 🤯 -- That is actually the very first book published on database management systems, and the author was none other than my father, Carl Cagan. Published in 1973 by John Wiley & Sons He was also the first Computer Science PhD in the US.
Interesting discussion. Learnt a ton and questioned some of my own thinking. I think alignment is not the same as agreement. Also, there is a slight flaw, in my opinion, in nominal groups. They are heard but still have to accept the decision of someone else. They will not see much of the value in being just heard.
What's the alternative? Cater to bad ideas? Stop the project forever until somebody magically changes opinion or leaves the company? The best you can do is genuinely listen to them and make minutes so they'll feel vindicated if they were right (or humbled, if it turns out the opposed idea worked too).
The insights on pre-mortems and "kill criteria" are spot on for avoiding sunk cost fallacy in business. A key tactic is to set clear, quantifiable goals at the start and if those aren't met by specific checkpoints, it's a signal to reconsider or halt the project, saving time and resources. This strategy is crucial for entrepreneurs who need to pivot quickly and efficiently.
You can make pre-decisions in your every day too. For example, if you're at a local event and there's a popcorn stand, decide what's your max price and stick to it.
Bob, fantastic as always. Not knowing that Bob and Clayton share the same perspective on JTBD theory, it's a major issue for people in product thinking arena.
Really inspired by Mihika relentless energy and enthusiasm. There are so many nuggets of inspiration for great team culture and product leadership, great interview.
Thank you so much for this insightful podcast. I'm trying to research about JTBD and fortunately find out this one. Thanks to the English sub, I can get all the information easily (honestly, It took me around 2 hours to view and understand this video) Some of highlight opinions from Bob that I noted: - It’s not just about pain and gain, it’s about context and outcomes - Demand starts with a struggling moment, not with a product - This isn’s really about focusing on the customer. It’s about understanding the causation behind it and then using design thinking to realize, how do we actually enable people to make progress. We don’t need to sell the product, we need to enable customers to buy (help them to buy) - Tips for interviewing users: + Read Never split the difference by Chris Voss + Only talk to people who have already made the progress + Interview ~8 - 10 - 12 interviewees + Do not give people discussion guide: “Tell me more about that”, “Give me an example”, “So you did this and this and this…” → assume in a wrong way to let people say “No, that wasn’t it” and they will explain things more clearly - For people to start going in this direction of Jobs to be done, what is the lightweight approach to start to think this way? + Find 10 people who recently bought your product + Talk to them not about the product, talk about why they bought the product? What was going on? What were they hoping for? What were they worried about? What did they have to give up? How did they convince somebody else? + Get their stories through 3 dimensions: - Functional energy: time, space, effort, knowledge - Emotinal feelings: i feel better, frustrated, overlooked - Social aspects: how I want others to perceive me, how others perceive me + Find people who churned - Value is not just about the outcome. It also has where you start. - The most wrong way of doing JTBD is that people just sit around the room and think about Jobs to be done as their assumption, then trying to get the outcomes. We should go out and interview users, try to find what real jobs are.
You guys are the most boring weirdest interviewers ever 😂 childish unemployed unqualified absolutely wrecking the opportunity you have, thats why youve got barely any viewers 😂😂😂 what a joke hahaha
I also have long used a paid work trial. Any other way and you’re being exploitative. You can also do this without giving access to the codebase on standalone projects, which can also be quite revealing. Bringing people in and getting them used to other people is a double edged sword because those you don’t select leave a trail of broken even if nascent relationships.
I formerly researched the performance of teams using a database of about 30k completed projects. The observation here is dead on: small teams can deliver the same output of larger teams.
