. @eladgil wrote the High Growth Handbook, regarding the challenges startups weather after product-market fit. Spoiler: great problems to have are still problems and can still kill you.
We excerpted a chapter on product management: https://stripe.com/atlas/guides/building-a-great-pm-org …
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"Operationally intensive" is a term of art for humans-touching-atoms which underpins a lot of the great software companies coming up right now, which are no less software companies for the fact that they do do material work, at scale, on messy interactions with nature.
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There's an entire rest of the book where that came from. You can find it on Amazon: https://www.amazon.com/High-Growth-Handbook-Elad-Gil-ebook/dp/B07DRPGGQ7/ … I don't normally enjoy business books, because they're typically business blog posts with 300 pages of filler. This one isn't that, happily.
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I'd encourage you to read the interviews in the book. Picasso once said something about how art critics talk about majestic trends and soaring emotions while artists talk about where to find cheap turpentine. My review: "This book smells of turpentine."
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(Incidentally, if you're an author of a turpentine-y persuasion, my colleague
@zebriez would love to make your acquaintance. She's busy trying to build a publishing house within our software company, and is brilliant to work with.)Show this thread
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Not having read the chapter yet, this as a blanket statement always makes me real itchy, because every company I've ever met that didn't have project managers had engineers (usually female or otherwise marginalized, sometimes incl me) doing both PM and their "real" job
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Essentially everybody also has hidden operational work (vendor management, IT, legal, security operations) or operational work that they don't want to admit they have because "we'll automate it any day now".
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