Marty Cagan

It doesn't matter how good your engineering team is if they are not given something worthwhile to build.

We need teams of missionaries, not teams of mercenaries.

To be absolutely clear, the product manager is not the boss of anyone on the product team.

Just as you need to know the language of computing, you also need to know the language of business. If you have never done so, you need to take a course in the basics of business finance.

Rather than being measured on the output of their design work, the product designer is measured on the success of the product.

Modern product marketing managers represent the market to the product team—the positioning, the messaging, and a winning go‐to‐market plan. They are deeply engaged with the sales channel and know their capabilities, limitations, and current competitive issues.

These are called outcome‐based roadmaps.

Outcome‐based roadmaps are essentially equivalent to using a business objective–based system such as the OKR system. It's the format that's different more than the content.

Here's what I'm always trying to understand:
Are your customers who you think they are?
Do they really have the problems you think they have?
How does the customer solve this problem today?
What would be required for them to switch

A concierge test requires going out to the actual users and customers and asking them to show you how they work so that you can learn how to do their job, and so that you can work on providing them a much better solution