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• Cover
• Title Page
• Preface to the Second Edition
• PART I: Lessons from Top Tech Companies
• CHAPTER 1: Behind Every Great Product
• CHAPTER 2: Technology‐Powered Products and Services
• CHAPTER 3: Startups: Getting to Product/Market Fit
• CHAPTER 4: Growth‐Stage Companies: Scaling to Success
• CHAPTER 5: Enterprise Companies: Consistent Product Innovation
• CHAPTER 6: The Root Causes of Failed Product Efforts
• CHAPTER 7: Beyond Lean and Agile
• CHAPTER 8: Key Concepts
• Holistic Product
• Continuous Discovery and Delivery
• Product Discovery
• Prototypes
• Product Delivery
• Products and Product/Market Fit
• Product Vision
• PART II: The Right People
• Product Teams
• Overview
• CHAPTER 9: Principles of Strong Product Teams
• Team of Missionaries
• Team Composition
• Team Empowerment and Accountability
• Team Size
• Team Reporting Structure
• Team Collaboration
• Team Location
• Team Scope
• Team Duration
• Team Autonomy
• Why It Works
• CHAPTER 10: The Product Manager
• Key Responsibilities
• Deep Knowledge of the Customer
• Deep Knowledge of the Data
• Deep Knowledge of Your Business
• Deep Knowledge of Your Market and Industry
• Smart, Creative, and Persistent
• Product Manager Profiles
• CHAPTER 11: The Product Designer
• Product Discovery
• Holistic User Experience Design
• Prototyping
• User Testing
• Interaction and Visual Design
• The Absence of Product Design
• CHAPTER 12: The Engineers
• CHAPTER 13: Product Marketing Managers
• CHAPTER 14: The Supporting Roles
• User Researchers
• Data Analysts
• Test Automation Engineers
• CHAPTER 15: Profile: Jane Manning of Google
• People @ Scale
• Overview
• CHAPTER 16: The Role of Leadership
• Leaders of Product Management
• Leaders of Product Design
• Leaders of Technology Organization
• Holistic View Leadership Roles
• CHAPTER 17: The Head of Product Role
• Competencies
• CHAPTER 18: The Head of Technology Role
• Organization
• Leadership
• Delivery
• Architecture
• Discovery
• Evangelism
• CHAPTER 19: The Delivery Manager Role
• CHAPTER 20: Principles of Structuring Product Teams
• CHAPTER 21: Profile: Lea Hickman of Adobe
• PART III: The Right Product
• Product Roadmaps
• Overview
• CHAPTER 22: The Problems with Product Roadmaps
• CHAPTER 23: The Alternative to Roadmaps
• Product Vision
• Overview
• CHAPTER 24: Product Vision and Product Strategy
• The Product Vision
• The Product Strategy
• CHAPTER 25: Principles of Product Vision
• CHAPTER 26: Principles of Product Strategy
• CHAPTER 27: Product Principles
• Product Objectives
• Overview
• CHAPTER 28: The OKR Technique
• CHAPTER 29: Product Team Objectives
• Product @ Scale
• Overview
• CHAPTER 30: Product Objectives @ Scale
• CHAPTER 31: Product Evangelism
• CHAPTER 32: Profile: Alex Pressland of the BBC
• PART IV: The Right Process
• Product Discovery
• Overview
• CHAPTER 33: Principles of Product Discovery
• CHAPTER 34: Discovery Techniques Overview
• Discovery Framing Techniques
• Discovery Planning Techniques
• Discovery Ideation Techniques
• Discovery Prototyping Techniques
• Discovery Testing Techniques
• Testing Feasibility
• Testing Usability
• Testing Value
• Testing Business Viability
• Transformation Techniques
• Discovery Framing Techniques
• Overview
• CHAPTER 35: Opportunity Assessment Technique
• Business Objective
• Key Results
• Customer Problem
• Target Market
• CHAPTER 36: Customer Letter Technique
• CHAPTER 37: Startup Canvas Technique
• Discovery Planning Techniques
• Overview
• CHAPTER 38: Story Map Technique
• CHAPTER 39: Customer Discovery Program Technique
• The Power of Reference Customers
• Single Target Market
• Recruiting the Prospective Reference Customers
• The Relationship
• Platform/API Products
• Customer‐Enabling Tools
• Consumer Products
• Summary
• CHAPTER 40: Profile: Martina Lauchengco of Microsoft
• Discovery Ideation Techniques
• Overview
• CHAPTER 41: Customer Interviews
• CHAPTER 42: Concierge Test Technique
• CHAPTER 43: The Power of Customer Misbehavior
• CHAPTER 44: Hack Days
• Discovery Prototyping Techniques
• Overview
• Feasibility Prototypes
• User Prototypes
• Live‐Data Prototypes
• Hybrid Prototypes
• CHAPTER 45: Principles of Prototypes
• CHAPTER 46: Feasibility Prototype Technique
• CHAPTER 47: User Prototype Technique
• CHAPTER 48: Live‐Data Prototype Technique
• CHAPTER 49: Hybrid Prototype Technique
• Discovery Testing Techniques
• Overview
• CHAPTER 50: Testing Usability
• Recruiting Users to Test
• Preparing the Test
• Testing Your Prototype
• Summarizing the Learning
• CHAPTER 51: Testing Value
• Testing Demand
• Testing Value Qualitatively
• Testing Value Quantitatively
• CHAPTER 52: Demand Testing Techniques
• CHAPTER 53: Qualitative Value Testing Techniques
• Interview First
• Usability Test
• Specific Value Tests
• Iterating the Prototype
• CHAPTER 54: Quantitative Value Testing Techniques
• A/B Testing
• Invite‐Only Testing
• Customer Discovery Program
• CHAPTER 55: Testing Feasibility
• CHAPTER 56: Testing Business Viability
• Marketing
• Sales
• Customer Success
• Finance
• Legal
• Business Development
• Security
• CEO/COO/GM
• CHAPTER 57: Profile: Kate Arnold of Netflix
• Transformation Techniques
• Overview
• CHAPTER 58: Discovery Sprint Technique
• CHAPTER 59: Pilot Team Technique
• CHAPTER 60: Weaning an Organization Off Roadmaps
• Process @ Scale
• Overview
• CHAPTER 61: Managing Stakeholders
• Stakeholder Defined
• Product Manager Responsibilities
• Strategies for Success
• CHAPTER 62: Communicating Product Learnings
• CHAPTER 63: Profile: Camille Hearst of Apple
• PART V: The Right Culture
• CHAPTER 64: Good Product Team/Bad Product Team
• CHAPTER 65: Top Reasons for Loss of Innovation
• CHAPTER 66: Top Reasons for Loss of Velocity
• CHAPTER 67: Establishing a Strong Product Culture
• Acknowledgments
• About the Author
• Learning More
• Index
• End User License Agreement