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Bibliographic Details
Main Author:	Cagan, Marty (Author)
Format:	Electronic eBook
Language:	English
Published:	Hoboken, New Jersey John Wiley & Sons, Incorporated [2021]
Series:	The Silicon Valley Product Group series
Subjects:	Personalbeschaffung Produktmanagement Kreatives Denken Business & Economics/Management Business & Economics/Leadership Technology & Engineering/Project Management Business & Economics/Marketing/General
Links:	https://resolver.vitalsource.com/9781119691327 https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6420845 https://resolver.vitalsource.com/9781119691327
Item Description:	Description based on publisher supplied metadata and other sources
Physical Description:	1 online resource (xv, 416 Seiten) Illustrationen
ISBN:	9781119691259 9781119691327

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MARC


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245	1	0	\|a Empowered \|b ordinary people, extraordinary products
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300			\|a 1 online resource (xv, 416 Seiten) \|b Illustrationen
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490	0		\|a The Silicon Valley Product Group series
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505	8		\|a Cover -- Title Page -- Copyright -- Contents -- Part I Lessons from Top Tech Companies -- Chapter 1 Behind Every Great Company -- The Role of Technology -- Strong Product Leadership -- Empowered Product Teams -- Chapter 2 The Role of Technology -- Chapter 3 Strong Product Leadership -- The Role of Leadership-Inspiration -- The Role of Management-Execution -- Chapter 4 Empowered Product Teams -- Chapter 5 Leadership in Action -- Chapter 6 A Guide to EMPOWERED -- Who This Book Is For -- How This Book Is Organized -- Part II Coaching -- Chapter 7 The Coaching Mindset -- Developing People Is Job #1 -- Empowering People Produces the Best Results -- Beware Your Own Insecurities -- Cultivate Diverse Points of View -- Seek Out Teaching Moments -- Continually Earn the Trust of Your Team -- Have the Courage to Correct Mistakes -- Chapter 8 The Assessment -- People, Process, and Product -- The Gap Analysis -- The Coaching Plan -- Chapter 9 The Coaching Plan -- Product Knowledge -- Process Skills and Techniques -- People Skills and Responsibilities -- Chapter 10 The One‐on‐One -- Keys to Effective One‐on‐Ones -- Anti‐Patterns -- Summary -- Chapter 11 The Written Narrative -- Chapter 12 Strategic Context -- Company Mission -- Company Scorecard -- Company Objectives -- Product Vision and Principles -- Team Topology -- Product Strategy -- Chapter 13 Sense of Ownership -- Chapter 14 Managing Time -- Chapter 15 Thinking -- Chapter 16 Team Collaboration -- Chapter 17 Stakeholder Collaboration -- Chapter 18 Imposter Syndrome -- Chapter 19 Customer‐Centricity -- Chapter 20 Integrity -- Dependability -- The Company's Best Interests -- Accountability -- Chapter 21 Decisions -- Right‐Size Decision Analysis -- Collaboration‐Based Decision Making -- Resolving Disagreements -- Transparency -- Disagree and Commit -- Chapter 22 Effective Meetings -- Communication
505	8		\|a Decisions -- Problem Solving -- Organizing Effective Meetings -- Chapter 23 Ethics -- Chapter 24 Happiness -- Meaningful Work -- Personal Relationship -- Personal Recognition -- Work Habits -- Modeling Good Behaviors -- Career Planning -- Chapter 25 Leader Profile: Lisa Kavanaugh -- Path to Leadership -- Leadership in Action -- Part III Staffing -- Chapter 26 Competence and Character -- Competence -- Character -- Chapter 27 Recruiting -- Chapter 28 Interviewing -- Chapter 29 Hiring -- Chapter 30 Remote Employees -- Artifacts -- Trust -- Time -- Chapter 31 Onboarding -- Chapter 32 New Employee Bootcamp -- Chapter 33 Performance Reviews -- Chapter 34 Terminating -- Chapter 35 Promoting -- Chapter 36 Leader Profile: April Underwood -- Path to Leadership -- Leadership in Action -- Part IV Product Vision and Principles -- Chapter 37 Creating a Compelling Vision -- Customer‐Centric -- North Star -- Scope and Timeframe -- Leveraging Industry Trends -- Chapter 38 Sharing the Product Vision -- Communicating the Product Vision -- Validating the Product Vision -- Product Vision as a Recruiting Tool -- Product Vision as an Evangelism Tool -- Chapter 39 Product Principles and Ethics -- Chapter 40 Leader Profile: Audrey Crane -- Path to Leadership -- Leadership in Action -- Part V Team Topology -- Chapter 41 Optimizing for Empowerment -- Ownership -- Autonomy -- Alignment -- Chapter 42 Team Types -- Platform Teams -- Experience Teams -- Chapter 43 Empowering Platform Teams -- Shared Team Objectives -- Platform‐as‐a‐Product Objectives -- Chapter 44 Empowering Experience Teams -- Media Product -- E‐Commerce Product -- Enterprise Product -- Marketplace Product -- Customer‐Enabling Product -- Chapter 45 Topology and Proximity -- Optimizing for the Product Team -- Chapter 46 Topology Evolution -- Evolving a Topology -- Topology Warning Signs
505	8		\|a Chapter 47 Leader Profile: Debby Meredith -- Path to Leadership -- Leadership in Action -- Part VI Product Strategy -- Chapter 48 Focus -- Chapter 49 Insights -- Quantitative Insights -- Qualitative Insights -- Technology Insights -- Industry Insights -- Shared Learnings -- Chapter 50 Actions -- Chapter 51 Management -- Chapter 52 Leader Profile: Shan‐Lyn Ma -- Path to Leadership -- Leadership in Action -- Part VII Team Objectives -- Feature Teams vs. Product Teams -- Manager's Objectives vs. Product Team Objectives -- The Role of Leadership -- Chapter 53 Empowerment -- Assigning Problems to Solve, Rather Than Features to Build -- Sharing Strategic Context -- Chapter 54 Assignment -- Assigning Objectives to Product Teams -- Determining Key Results -- Alignment -- Keep‐the‐Lights‐On Work -- Chapter 55 Ambition -- Chapter 56 Commitments -- High‐Integrity Commitments -- Deliverables -- Tracking High‐Integrity Commitments -- Chapter 57 Collaboration -- Shared Team Objectives -- Common Objectives -- Chapter 58 Management -- Keep‐the‐Lights‐On Work -- Weekly Tracking -- Staying on Track -- Helping Our Colleagues -- Chapter 59 Accountability -- Chapter 60 Objectives in Perspective -- Chapter 61 Leader Profile: Christina Wodtke -- Path to Leadership -- Leadership in Action -- Part VIII Case Study -- Chapter 62 Company Backgrounder -- Chapter 63 Company Objectives -- Chapter 64 Product Vision and Principles -- Chapter 65 Team Topology -- Team Topology Overview -- Chapter 66 Product Strategy -- Focus -- Insights -- Action -- Management -- Chapter 67 Product Team Objectives -- Company Dashboard -- Chapter 68 Business Results -- Chapter 69 Key Takeaways -- Chapter 70 Leader Profile: Judy Gibbons -- Path to Leadership -- Leadership in Action -- Part IX Business Collaboration -- Chapter 71 The Role of Product Leaders -- Business Results -- Product Strategy
505	8		\|a Product Teams -- Chapter 72 Stakeholder Management vs. Collaboration -- Chapter 73 Shared Insights and Learning -- Chapter 74 Keeping the Lights On -- Chapter 75 Evangelism -- Chapter 76 Leader Profile: Avid Larizadeh Duggan -- Path to Leadership -- Leadership in Action -- Part X Inspired, Empowered, and Transformed -- Chapter 77 Meaningful Transformation -- Chapter 78 Transformation in Action -- Chapter 79 Transformed -- Chapter 80 The Most Important Thing -- Chapter 81 The Destination -- Final Thoughts -- Acknowledgments -- About the Authors -- Learning More -- Index -- EULA.
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Record in the Search Index

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author	Cagan, Marty
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collection	ZDB-30-PQE ZDB-325-VSB
contents	Cover -- Title Page -- Copyright -- Contents -- Part I Lessons from Top Tech Companies -- Chapter 1 Behind Every Great Company -- The Role of Technology -- Strong Product Leadership -- Empowered Product Teams -- Chapter 2 The Role of Technology -- Chapter 3 Strong Product Leadership -- The Role of Leadership-Inspiration -- The Role of Management-Execution -- Chapter 4 Empowered Product Teams -- Chapter 5 Leadership in Action -- Chapter 6 A Guide to EMPOWERED -- Who This Book Is For -- How This Book Is Organized -- Part II Coaching -- Chapter 7 The Coaching Mindset -- Developing People Is Job #1 -- Empowering People Produces the Best Results -- Beware Your Own Insecurities -- Cultivate Diverse Points of View -- Seek Out Teaching Moments -- Continually Earn the Trust of Your Team -- Have the Courage to Correct Mistakes -- Chapter 8 The Assessment -- People, Process, and Product -- The Gap Analysis -- The Coaching Plan -- Chapter 9 The Coaching Plan -- Product Knowledge -- Process Skills and Techniques -- People Skills and Responsibilities -- Chapter 10 The One‐on‐One -- Keys to Effective One‐on‐Ones -- Anti‐Patterns -- Summary -- Chapter 11 The Written Narrative -- Chapter 12 Strategic Context -- Company Mission -- Company Scorecard -- Company Objectives -- Product Vision and Principles -- Team Topology -- Product Strategy -- Chapter 13 Sense of Ownership -- Chapter 14 Managing Time -- Chapter 15 Thinking -- Chapter 16 Team Collaboration -- Chapter 17 Stakeholder Collaboration -- Chapter 18 Imposter Syndrome -- Chapter 19 Customer‐Centricity -- Chapter 20 Integrity -- Dependability -- The Company's Best Interests -- Accountability -- Chapter 21 Decisions -- Right‐Size Decision Analysis -- Collaboration‐Based Decision Making -- Resolving Disagreements -- Transparency -- Disagree and Commit -- Chapter 22 Effective Meetings -- Communication Decisions -- Problem Solving -- Organizing Effective Meetings -- Chapter 23 Ethics -- Chapter 24 Happiness -- Meaningful Work -- Personal Relationship -- Personal Recognition -- Work Habits -- Modeling Good Behaviors -- Career Planning -- Chapter 25 Leader Profile: Lisa Kavanaugh -- Path to Leadership -- Leadership in Action -- Part III Staffing -- Chapter 26 Competence and Character -- Competence -- Character -- Chapter 27 Recruiting -- Chapter 28 Interviewing -- Chapter 29 Hiring -- Chapter 30 Remote Employees -- Artifacts -- Trust -- Time -- Chapter 31 Onboarding -- Chapter 32 New Employee Bootcamp -- Chapter 33 Performance Reviews -- Chapter 34 Terminating -- Chapter 35 Promoting -- Chapter 36 Leader Profile: April Underwood -- Path to Leadership -- Leadership in Action -- Part IV Product Vision and Principles -- Chapter 37 Creating a Compelling Vision -- Customer‐Centric -- North Star -- Scope and Timeframe -- Leveraging Industry Trends -- Chapter 38 Sharing the Product Vision -- Communicating the Product Vision -- Validating the Product Vision -- Product Vision as a Recruiting Tool -- Product Vision as an Evangelism Tool -- Chapter 39 Product Principles and Ethics -- Chapter 40 Leader Profile: Audrey Crane -- Path to Leadership -- Leadership in Action -- Part V Team Topology -- Chapter 41 Optimizing for Empowerment -- Ownership -- Autonomy -- Alignment -- Chapter 42 Team Types -- Platform Teams -- Experience Teams -- Chapter 43 Empowering Platform Teams -- Shared Team Objectives -- Platform‐as‐a‐Product Objectives -- Chapter 44 Empowering Experience Teams -- Media Product -- E‐Commerce Product -- Enterprise Product -- Marketplace Product -- Customer‐Enabling Product -- Chapter 45 Topology and Proximity -- Optimizing for the Product Team -- Chapter 46 Topology Evolution -- Evolving a Topology -- Topology Warning Signs Chapter 47 Leader Profile: Debby Meredith -- Path to Leadership -- Leadership in Action -- Part VI Product Strategy -- Chapter 48 Focus -- Chapter 49 Insights -- Quantitative Insights -- Qualitative Insights -- Technology Insights -- Industry Insights -- Shared Learnings -- Chapter 50 Actions -- Chapter 51 Management -- Chapter 52 Leader Profile: Shan‐Lyn Ma -- Path to Leadership -- Leadership in Action -- Part VII Team Objectives -- Feature Teams vs. Product Teams -- Manager's Objectives vs. Product Team Objectives -- The Role of Leadership -- Chapter 53 Empowerment -- Assigning Problems to Solve, Rather Than Features to Build -- Sharing Strategic Context -- Chapter 54 Assignment -- Assigning Objectives to Product Teams -- Determining Key Results -- Alignment -- Keep‐the‐Lights‐On Work -- Chapter 55 Ambition -- Chapter 56 Commitments -- High‐Integrity Commitments -- Deliverables -- Tracking High‐Integrity Commitments -- Chapter 57 Collaboration -- Shared Team Objectives -- Common Objectives -- Chapter 58 Management -- Keep‐the‐Lights‐On Work -- Weekly Tracking -- Staying on Track -- Helping Our Colleagues -- Chapter 59 Accountability -- Chapter 60 Objectives in Perspective -- Chapter 61 Leader Profile: Christina Wodtke -- Path to Leadership -- Leadership in Action -- Part VIII Case Study -- Chapter 62 Company Backgrounder -- Chapter 63 Company Objectives -- Chapter 64 Product Vision and Principles -- Chapter 65 Team Topology -- Team Topology Overview -- Chapter 66 Product Strategy -- Focus -- Insights -- Action -- Management -- Chapter 67 Product Team Objectives -- Company Dashboard -- Chapter 68 Business Results -- Chapter 69 Key Takeaways -- Chapter 70 Leader Profile: Judy Gibbons -- Path to Leadership -- Leadership in Action -- Part IX Business Collaboration -- Chapter 71 The Role of Product Leaders -- Business Results -- Product Strategy Product Teams -- Chapter 72 Stakeholder Management vs. Collaboration -- Chapter 73 Shared Insights and Learning -- Chapter 74 Keeping the Lights On -- Chapter 75 Evangelism -- Chapter 76 Leader Profile: Avid Larizadeh Duggan -- Path to Leadership -- Leadership in Action -- Part X Inspired, Empowered, and Transformed -- Chapter 77 Meaningful Transformation -- Chapter 78 Transformation in Action -- Chapter 79 Transformed -- Chapter 80 The Most Important Thing -- Chapter 81 The Destination -- Final Thoughts -- Acknowledgments -- About the Authors -- Learning More -- Index -- EULA.
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dewey-full	658.4022
dewey-hundreds	600 - Technology (Applied sciences)
dewey-ones	658 - General management
dewey-raw	658.4022
dewey-search	658.4022
dewey-sort	3658.4022
dewey-tens	650 - Management and auxiliary services
discipline	Informatik Wirtschaftswissenschaften
format	Electronic eBook
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Mission -- Company Scorecard -- Company Objectives -- Product Vision and Principles -- Team Topology -- Product Strategy -- Chapter 13 Sense of Ownership -- Chapter 14 Managing Time -- Chapter 15 Thinking -- Chapter 16 Team Collaboration -- Chapter 17 Stakeholder Collaboration -- Chapter 18 Imposter Syndrome -- Chapter 19 Customer‐Centricity -- Chapter 20 Integrity -- Dependability -- The Company's Best Interests -- Accountability -- Chapter 21 Decisions -- Right‐Size Decision Analysis -- Collaboration‐Based Decision Making -- Resolving Disagreements -- Transparency -- Disagree and Commit -- Chapter 22 Effective Meetings -- Communication</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Decisions -- Problem Solving -- Organizing Effective Meetings -- Chapter 23 Ethics -- Chapter 24 Happiness -- Meaningful Work -- Personal Relationship -- Personal Recognition -- Work Habits -- Modeling Good Behaviors -- Career Planning -- Chapter 25 Leader Profile: Lisa Kavanaugh -- Path to Leadership -- Leadership in Action -- Part III Staffing -- Chapter 26 Competence and Character -- Competence -- Character -- Chapter 27 Recruiting -- Chapter 28 Interviewing -- Chapter 29 Hiring -- Chapter 30 Remote Employees -- Artifacts -- Trust -- Time -- Chapter 31 Onboarding -- Chapter 32 New Employee Bootcamp -- Chapter 33 Performance Reviews -- Chapter 34 Terminating -- Chapter 35 Promoting -- Chapter 36 Leader Profile: April Underwood -- Path to Leadership -- Leadership in Action -- Part IV Product Vision and Principles -- Chapter 37 Creating a Compelling Vision -- Customer‐Centric -- North Star -- Scope and Timeframe -- Leveraging Industry Trends -- Chapter 38 Sharing the Product Vision -- Communicating the Product Vision -- Validating the Product Vision -- Product Vision as a Recruiting Tool -- Product Vision as an Evangelism Tool -- Chapter 39 Product Principles and Ethics -- Chapter 40 Leader Profile: Audrey Crane -- Path to Leadership -- Leadership in Action -- Part V Team Topology -- Chapter 41 Optimizing for Empowerment -- Ownership -- Autonomy -- Alignment -- Chapter 42 Team Types -- Platform Teams -- Experience Teams -- Chapter 43 Empowering Platform Teams -- Shared Team Objectives -- Platform‐as‐a‐Product Objectives -- Chapter 44 Empowering Experience Teams -- Media Product -- E‐Commerce Product -- Enterprise Product -- Marketplace Product -- Customer‐Enabling Product -- Chapter 45 Topology and Proximity -- Optimizing for the Product Team -- Chapter 46 Topology Evolution -- Evolving a Topology -- Topology Warning Signs</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 47 Leader Profile: Debby Meredith -- Path to Leadership -- Leadership in Action -- Part VI Product Strategy -- Chapter 48 Focus -- Chapter 49 Insights -- Quantitative Insights -- Qualitative Insights -- Technology Insights -- Industry Insights -- Shared Learnings -- Chapter 50 Actions -- Chapter 51 Management -- Chapter 52 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id	DE-604.BV047688517
illustrated	Illustrated
indexdate	2025-06-11T14:00:41Z
institution	BVB
isbn	9781119691259 9781119691327
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-033072533
oclc_num	1226593464
open_access_boolean
owner	DE-2070s DE-860
owner_facet	DE-2070s DE-860
physical	1 online resource (xv, 416 Seiten) Illustrationen
psigel	ZDB-30-PQE ZDB-325-VSB ZDB-325-VSB FLA_Kauf ZDB-30-PQE HWR_PDA_PQE
publishDate	2021
publishDateSearch	2021
publishDateSort	2021
publisher	John Wiley & Sons, Incorporated
record_format	marc
series2	The Silicon Valley Product Group series
spelling	Cagan, Marty Verfasser (DE-588)1131106768 aut Empowered ordinary people, extraordinary products Hoboken, New Jersey John Wiley & Sons, Incorporated [2021] © 2021 1 online resource (xv, 416 Seiten) Illustrationen txt rdacontent c rdamedia cr rdacarrier The Silicon Valley Product Group series Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright -- Contents -- Part I Lessons from Top Tech Companies -- Chapter 1 Behind Every Great Company -- The Role of Technology -- Strong Product Leadership -- Empowered Product Teams -- Chapter 2 The Role of Technology -- Chapter 3 Strong Product Leadership -- The Role of Leadership-Inspiration -- The Role of Management-Execution -- Chapter 4 Empowered Product Teams -- Chapter 5 Leadership in Action -- Chapter 6 A Guide to EMPOWERED -- Who This Book Is For -- How This Book Is Organized -- Part II Coaching -- Chapter 7 The Coaching Mindset -- Developing People Is Job #1 -- Empowering People Produces the Best Results -- Beware Your Own Insecurities -- Cultivate Diverse Points of View -- Seek Out Teaching Moments -- Continually Earn the Trust of Your Team -- Have the Courage to Correct Mistakes -- Chapter 8 The Assessment -- People, Process, and Product -- The Gap Analysis -- The Coaching Plan -- Chapter 9 The Coaching Plan -- Product Knowledge -- Process Skills and Techniques -- People Skills and Responsibilities -- Chapter 10 The One‐on‐One -- Keys to Effective One‐on‐Ones -- Anti‐Patterns -- Summary -- Chapter 11 The Written Narrative -- Chapter 12 Strategic Context -- Company Mission -- Company Scorecard -- Company Objectives -- Product Vision and Principles -- Team Topology -- Product Strategy -- Chapter 13 Sense of Ownership -- Chapter 14 Managing Time -- Chapter 15 Thinking -- Chapter 16 Team Collaboration -- Chapter 17 Stakeholder Collaboration -- Chapter 18 Imposter Syndrome -- Chapter 19 Customer‐Centricity -- Chapter 20 Integrity -- Dependability -- The Company's Best Interests -- Accountability -- Chapter 21 Decisions -- Right‐Size Decision Analysis -- Collaboration‐Based Decision Making -- Resolving Disagreements -- Transparency -- Disagree and Commit -- Chapter 22 Effective Meetings -- Communication Decisions -- Problem Solving -- Organizing Effective Meetings -- Chapter 23 Ethics -- Chapter 24 Happiness -- Meaningful Work -- Personal Relationship -- Personal Recognition -- Work Habits -- Modeling Good Behaviors -- Career Planning -- Chapter 25 Leader Profile: Lisa Kavanaugh -- Path to Leadership -- Leadership in Action -- Part III Staffing -- Chapter 26 Competence and Character -- Competence -- Character -- Chapter 27 Recruiting -- Chapter 28 Interviewing -- Chapter 29 Hiring -- Chapter 30 Remote Employees -- Artifacts -- Trust -- Time -- Chapter 31 Onboarding -- Chapter 32 New Employee Bootcamp -- Chapter 33 Performance Reviews -- Chapter 34 Terminating -- Chapter 35 Promoting -- Chapter 36 Leader Profile: April Underwood -- Path to Leadership -- Leadership in Action -- Part IV Product Vision and Principles -- Chapter 37 Creating a Compelling Vision -- Customer‐Centric -- North Star -- Scope and Timeframe -- Leveraging Industry Trends -- Chapter 38 Sharing the Product Vision -- Communicating the Product Vision -- Validating the Product Vision -- Product Vision as a Recruiting Tool -- Product Vision as an Evangelism Tool -- Chapter 39 Product Principles and Ethics -- Chapter 40 Leader Profile: Audrey Crane -- Path to Leadership -- Leadership in Action -- Part V Team Topology -- Chapter 41 Optimizing for Empowerment -- Ownership -- Autonomy -- Alignment -- Chapter 42 Team Types -- Platform Teams -- Experience Teams -- Chapter 43 Empowering Platform Teams -- Shared Team Objectives -- Platform‐as‐a‐Product Objectives -- Chapter 44 Empowering Experience Teams -- Media Product -- E‐Commerce Product -- Enterprise Product -- Marketplace Product -- Customer‐Enabling Product -- Chapter 45 Topology and Proximity -- Optimizing for the Product Team -- Chapter 46 Topology Evolution -- Evolving a Topology -- Topology Warning Signs Chapter 47 Leader Profile: Debby Meredith -- Path to Leadership -- Leadership in Action -- Part VI Product Strategy -- Chapter 48 Focus -- Chapter 49 Insights -- Quantitative Insights -- Qualitative Insights -- Technology Insights -- Industry Insights -- Shared Learnings -- Chapter 50 Actions -- Chapter 51 Management -- Chapter 52 Leader Profile: Shan‐Lyn Ma -- Path to Leadership -- Leadership in Action -- Part VII Team Objectives -- Feature Teams vs. Product Teams -- Manager's Objectives vs. Product Team Objectives -- The Role of Leadership -- Chapter 53 Empowerment -- Assigning Problems to Solve, Rather Than Features to Build -- Sharing Strategic Context -- Chapter 54 Assignment -- Assigning Objectives to Product Teams -- Determining Key Results -- Alignment -- Keep‐the‐Lights‐On Work -- Chapter 55 Ambition -- Chapter 56 Commitments -- High‐Integrity Commitments -- Deliverables -- Tracking High‐Integrity Commitments -- Chapter 57 Collaboration -- Shared Team Objectives -- Common Objectives -- Chapter 58 Management -- Keep‐the‐Lights‐On Work -- Weekly Tracking -- Staying on Track -- Helping Our Colleagues -- Chapter 59 Accountability -- Chapter 60 Objectives in Perspective -- Chapter 61 Leader Profile: Christina Wodtke -- Path to Leadership -- Leadership in Action -- Part VIII Case Study -- Chapter 62 Company Backgrounder -- Chapter 63 Company Objectives -- Chapter 64 Product Vision and Principles -- Chapter 65 Team Topology -- Team Topology Overview -- Chapter 66 Product Strategy -- Focus -- Insights -- Action -- Management -- Chapter 67 Product Team Objectives -- Company Dashboard -- Chapter 68 Business Results -- Chapter 69 Key Takeaways -- Chapter 70 Leader Profile: Judy Gibbons -- Path to Leadership -- Leadership in Action -- Part IX Business Collaboration -- Chapter 71 The Role of Product Leaders -- Business Results -- Product Strategy Product Teams -- Chapter 72 Stakeholder Management vs. Collaboration -- Chapter 73 Shared Insights and Learning -- Chapter 74 Keeping the Lights On -- Chapter 75 Evangelism -- Chapter 76 Leader Profile: Avid Larizadeh Duggan -- Path to Leadership -- Leadership in Action -- Part X Inspired, Empowered, and Transformed -- Chapter 77 Meaningful Transformation -- Chapter 78 Transformation in Action -- Chapter 79 Transformed -- Chapter 80 The Most Important Thing -- Chapter 81 The Destination -- Final Thoughts -- Acknowledgments -- About the Authors -- Learning More -- Index -- EULA. Personalbeschaffung (DE-588)4121462-6 gnd rswk-swf Produktmanagement (DE-588)4125960-9 gnd rswk-swf Kreatives Denken (DE-588)4165549-7 gnd rswk-swf Business & Economics/Management Business & Economics/Leadership Technology & Engineering/Project Management Business & Economics/Marketing/General Kreatives Denken (DE-588)4165549-7 s DE-604 Produktmanagement (DE-588)4125960-9 s Personalbeschaffung (DE-588)4121462-6 s Jones, Chris Sonstige (DE-588)122817105X oth Erscheint auch als Druck-Ausgabe Cagan, Marty Empowered Hoboken, New Jersey : Wiley, © 2021 978-1-119-69129-7 (DE-604)BV047646262 https://resolver.vitalsource.com/9781119691327 Verlag URL des Erstveröffentlichers Volltext
spellingShingle	Cagan, Marty Empowered ordinary people, extraordinary products Cover -- Title Page -- Copyright -- Contents -- Part I Lessons from Top Tech Companies -- Chapter 1 Behind Every Great Company -- The Role of Technology -- Strong Product Leadership -- Empowered Product Teams -- Chapter 2 The Role of Technology -- Chapter 3 Strong Product Leadership -- The Role of Leadership-Inspiration -- The Role of Management-Execution -- Chapter 4 Empowered Product Teams -- Chapter 5 Leadership in Action -- Chapter 6 A Guide to EMPOWERED -- Who This Book Is For -- How This Book Is Organized -- Part II Coaching -- Chapter 7 The Coaching Mindset -- Developing People Is Job #1 -- Empowering People Produces the Best Results -- Beware Your Own Insecurities -- Cultivate Diverse Points of View -- Seek Out Teaching Moments -- Continually Earn the Trust of Your Team -- Have the Courage to Correct Mistakes -- Chapter 8 The Assessment -- People, Process, and Product -- The Gap Analysis -- The Coaching Plan -- Chapter 9 The Coaching Plan -- Product Knowledge -- Process Skills and Techniques -- People Skills and Responsibilities -- Chapter 10 The One‐on‐One -- Keys to Effective One‐on‐Ones -- Anti‐Patterns -- Summary -- Chapter 11 The Written Narrative -- Chapter 12 Strategic Context -- Company Mission -- Company Scorecard -- Company Objectives -- Product Vision and Principles -- Team Topology -- Product Strategy -- Chapter 13 Sense of Ownership -- Chapter 14 Managing Time -- Chapter 15 Thinking -- Chapter 16 Team Collaboration -- Chapter 17 Stakeholder Collaboration -- Chapter 18 Imposter Syndrome -- Chapter 19 Customer‐Centricity -- Chapter 20 Integrity -- Dependability -- The Company's Best Interests -- Accountability -- Chapter 21 Decisions -- Right‐Size Decision Analysis -- Collaboration‐Based Decision Making -- Resolving Disagreements -- Transparency -- Disagree and Commit -- Chapter 22 Effective Meetings -- Communication Decisions -- Problem Solving -- Organizing Effective Meetings -- Chapter 23 Ethics -- Chapter 24 Happiness -- Meaningful Work -- Personal Relationship -- Personal Recognition -- Work Habits -- Modeling Good Behaviors -- Career Planning -- Chapter 25 Leader Profile: Lisa Kavanaugh -- Path to Leadership -- Leadership in Action -- Part III Staffing -- Chapter 26 Competence and Character -- Competence -- Character -- Chapter 27 Recruiting -- Chapter 28 Interviewing -- Chapter 29 Hiring -- Chapter 30 Remote Employees -- Artifacts -- Trust -- Time -- Chapter 31 Onboarding -- Chapter 32 New Employee Bootcamp -- Chapter 33 Performance Reviews -- Chapter 34 Terminating -- Chapter 35 Promoting -- Chapter 36 Leader Profile: April Underwood -- Path to Leadership -- Leadership in Action -- Part IV Product Vision and Principles -- Chapter 37 Creating a Compelling Vision -- Customer‐Centric -- North Star -- Scope and Timeframe -- Leveraging Industry Trends -- Chapter 38 Sharing the Product Vision -- Communicating the Product Vision -- Validating the Product Vision -- Product Vision as a Recruiting Tool -- Product Vision as an Evangelism Tool -- Chapter 39 Product Principles and Ethics -- Chapter 40 Leader Profile: Audrey Crane -- Path to Leadership -- Leadership in Action -- Part V Team Topology -- Chapter 41 Optimizing for Empowerment -- Ownership -- Autonomy -- Alignment -- Chapter 42 Team Types -- Platform Teams -- Experience Teams -- Chapter 43 Empowering Platform Teams -- Shared Team Objectives -- Platform‐as‐a‐Product Objectives -- Chapter 44 Empowering Experience Teams -- Media Product -- E‐Commerce Product -- Enterprise Product -- Marketplace Product -- Customer‐Enabling Product -- Chapter 45 Topology and Proximity -- Optimizing for the Product Team -- Chapter 46 Topology Evolution -- Evolving a Topology -- Topology Warning Signs Chapter 47 Leader Profile: Debby Meredith -- Path to Leadership -- Leadership in Action -- Part VI Product Strategy -- Chapter 48 Focus -- Chapter 49 Insights -- Quantitative Insights -- Qualitative Insights -- Technology Insights -- Industry Insights -- Shared Learnings -- Chapter 50 Actions -- Chapter 51 Management -- Chapter 52 Leader Profile: Shan‐Lyn Ma -- Path to Leadership -- Leadership in Action -- Part VII Team Objectives -- Feature Teams vs. Product Teams -- Manager's Objectives vs. Product Team Objectives -- The Role of Leadership -- Chapter 53 Empowerment -- Assigning Problems to Solve, Rather Than Features to Build -- Sharing Strategic Context -- Chapter 54 Assignment -- Assigning Objectives to Product Teams -- Determining Key Results -- Alignment -- Keep‐the‐Lights‐On Work -- Chapter 55 Ambition -- Chapter 56 Commitments -- High‐Integrity Commitments -- Deliverables -- Tracking High‐Integrity Commitments -- Chapter 57 Collaboration -- Shared Team Objectives -- Common Objectives -- Chapter 58 Management -- Keep‐the‐Lights‐On Work -- Weekly Tracking -- Staying on Track -- Helping Our Colleagues -- Chapter 59 Accountability -- Chapter 60 Objectives in Perspective -- Chapter 61 Leader Profile: Christina Wodtke -- Path to Leadership -- Leadership in Action -- Part VIII Case Study -- Chapter 62 Company Backgrounder -- Chapter 63 Company Objectives -- Chapter 64 Product Vision and Principles -- Chapter 65 Team Topology -- Team Topology Overview -- Chapter 66 Product Strategy -- Focus -- Insights -- Action -- Management -- Chapter 67 Product Team Objectives -- Company Dashboard -- Chapter 68 Business Results -- Chapter 69 Key Takeaways -- Chapter 70 Leader Profile: Judy Gibbons -- Path to Leadership -- Leadership in Action -- Part IX Business Collaboration -- Chapter 71 The Role of Product Leaders -- Business Results -- Product Strategy Product Teams -- Chapter 72 Stakeholder Management vs. Collaboration -- Chapter 73 Shared Insights and Learning -- Chapter 74 Keeping the Lights On -- Chapter 75 Evangelism -- Chapter 76 Leader Profile: Avid Larizadeh Duggan -- Path to Leadership -- Leadership in Action -- Part X Inspired, Empowered, and Transformed -- Chapter 77 Meaningful Transformation -- Chapter 78 Transformation in Action -- Chapter 79 Transformed -- Chapter 80 The Most Important Thing -- Chapter 81 The Destination -- Final Thoughts -- Acknowledgments -- About the Authors -- Learning More -- Index -- EULA. Personalbeschaffung (DE-588)4121462-6 gnd Produktmanagement (DE-588)4125960-9 gnd Kreatives Denken (DE-588)4165549-7 gnd
subject_GND	(DE-588)4121462-6 (DE-588)4125960-9 (DE-588)4165549-7
title	Empowered ordinary people, extraordinary products
title_auth	Empowered ordinary people, extraordinary products
title_exact_search	Empowered ordinary people, extraordinary products
title_full	Empowered ordinary people, extraordinary products
title_fullStr	Empowered ordinary people, extraordinary products
title_full_unstemmed	Empowered ordinary people, extraordinary products
title_short	Empowered
title_sort	empowered ordinary people extraordinary products
title_sub	ordinary people, extraordinary products
topic	Personalbeschaffung (DE-588)4121462-6 gnd Produktmanagement (DE-588)4125960-9 gnd Kreatives Denken (DE-588)4165549-7 gnd
topic_facet	Personalbeschaffung Produktmanagement Kreatives Denken
url	https://resolver.vitalsource.com/9781119691327
work_keys_str_mv	AT caganmarty empoweredordinarypeopleextraordinaryproducts AT joneschris empoweredordinarypeopleextraordinaryproducts

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