Facebook’s success — and mistakes — are based on its developer-driven culture, not because Zuckerberg is some evil mastermind.
The Zuckerberg Doctrine: Developers design products with significantly improved speed and functionality compared to product managers and designers, outweighing potential mistakes and drawbacks.
In under 30 days, we completely overhauled our product-development process, removing everything between the developer and iterating on the product.
We eliminated positions and process. We made it clear the developers were to make the decisions even if those decisions resulted in a developer being 50 percent slower because they were busy *thinking* about the product (as opposed to just transcribing features from the product manager wireframes).
|ProductCamp Austin 6|
- The creation of every feature and capability, in every product, is preceded by the notion that having this capability is a good idea. That’s what product managers do – decide which capabilities a product should have.
- Eliminating product managers does not eliminate product management.
- Mahalo, with product managers involved in product decisions, was not moving as fast as Mr. Calacanis desired. So they reorganized so that product managers were no longer involved in the process – in hopes of having a faster process. Mr. Calacanis indicated that in a trade-off between “better” and “faster,” he would prefer “faster.”
- People over process: empowerment to fail and learn and improve.
- Value working software: learning is experiential, and you can’t fail or improve without shipping.
- Collaboration: You have to understand someone else’s problem before you can solve it. Too many products emerge from insular and isolated “exploration.”
- Encourage, don’t inhibit change: If you punish failure you prevent learning. If you prevent that new knowledge from being applied, you make learning irrelevant.
- Fail Fast. Maybe you’re making decisions that delay launches until you know “the right product.” That would hurt agility.
- Lean. Are you listening to your customers, and learning from them? Great!
- Improve. Does what you’ve learned lead to trying something different, with a hypothesis that it will be better this time?
- Some activities can be removed.
- Some activities can be improved.
- Most activities can be done in parallel with the product creation process, eliminating delays.