Hey, growth teams: here's how to make friends with your designers (6 minute read)
Growth and design teams often clash due to differing priorities. Growth prioritizes rapid testing and iteration to achieve short-term goals, while design focuses on polished, cohesive experiences for long-term brand integrity. Bridging this gap requires mutual understanding, collaboration on metrics, iterative design processes, and mutual respect for the unique value each team brings to product success.
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p-Hacking your A/B tests (9 minute read)
Pharmaceutical companies and marketers alike can unintentionally mislead themselves (and others) by running tests until they get favorable but potentially false-positive results - a fallacy known as "p-hacking." To avoid this trap, practitioners should run multiple trials to confirm results, avoid early test stoppage, and instead design experiments around solid theories, testing specific hypotheses to gather real insights and build on validated learnings rather than just chasing seemingly positive but unsubstantiated results.
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A chance to build (22 minute read)
Silicon Valley's tech dominance was shaped by high initial investments in semiconductor manufacturing with minimal marginal costs, which later influenced venture capital and software-driven growth. Today, while software innovation thrives in Silicon Valley, hardware production remains entrenched in Asia. The introduction of tariffs and geopolitical shifts present both risks and opportunities to revitalizing U.S. manufacturing through automation and AI-driven models, but the challenge remains significant without extreme measures.
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Does anyone really ever "complete" a sprint (7 minute read)
Rather than pursuing a perfect sprint process, teams should focus on realistic planning that reflects actual conditions while consistently delivering measurable value. Success comes from continuous learning and improvement, coupled with transparent expectation management that builds trust. The focus should be on practical outcomes rather than process perfection.
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The OKR trap: reporting vs. progress (3 minute read)
OKRs that genuinely measure progress prioritize leading, influenceable metrics tied to specific team actions, facilitating actionable insights and iterative adjustments. By contrast, OKRs that merely report numbers rely on generic, less actionable metrics. Shifting focus toward relevant, impact-driven Key Results enables clearer alignment with strategic goals and more meaningful progress tracking.
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Product management isn't dead and it's not AI that's going to kill it (6 minute read)
Product management demands uniquely human skills like empathy and nuanced decision-making, which LLMs fundamentally cannot replicate despite producing convincing text. While LLMs can either enhance skilled practitioners' work or enable unskilled users to produce seemingly acceptable outputs, this creates a concerning skills gap. The real threat to product management comes from influencers convincing leadership that AI can replace human product managers, not from the technology itself.
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When will we finish this migration so R&D teams can work on innovation? (6 minute read)
Migration challenges often go unrecognized as executives focus on launches while ignoring the reality that maintaining legacy versions for even one customer requires significant resources and support. The solution lies in tracking migrations objectively, understanding customer segments, making economic arguments, and maintaining realistic expectations rather than engaging in magical thinking.
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How Amazon's Just Walk Out works (5 minute read)
Amazon is phasing out its Just Walk Out technology from U.S. grocery stores after discovering that 70% of transactions required manual verification. The company is switching to smart Dash Carts in its grocery stores while still expanding Just Walk Out technology in airports and stadiums where it has proven more effective. This strategic shift reflects both operational challenges in grocery settings and changing customer preferences for more interactive shopping experiences.
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Thanks for reading,
Ellen Le & Sinan Zhang
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