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Book summaries
  • Pages
    • Index
      • Radical product thinking
        • Introduction. A Repeatable Model for Building World-Changing Products
        • Part I. Innovating Smarter Requires a New Mindset
          • Chapter 1. Why we Need Radical Product Thinking
          • Chapter 2. Product diseases
        • Part II. The five elements of radical product thinking
          • Chapter 3. Vision
          • Chapter 4. Strategy
          • Chapter 5. Prioritization
          • Chapter 6. Execution and measurement
          • Chapter 7. Culture
        • Part III. Making our world a little more like the one we want to live in
          • Chapter 8. Digital pollution
          • Chapter 9. Ethics
          • Conclusion
      • Escaping the build trap (WIP)
        • Preface
        • icon picker
          Part I. The build trap
          • 1. The Value Exchange System
          • 2. Constraints on the value exchange system
          • 3. Projects versus products versus services
          • 4. The product-led organisation
          • 5. What we know and what we don't
      • Strategize (To do)
      • UX strategy (To do)
      • Product roadmaps relaunched (To do)
Book summaries
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Part I. The build trap
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The build trap is when organisations become stuck measuring their success by outputs rather than outcomes. It’s when they focus more on shipping and developing features rather than on actual value those things produce. When companies stop producing real value for the users, they begin to lose market share, allowing them to be disrupted. Companies can get out of the built trap by setting themselves up to develop intentional and robust product management practices. At that point, product managers can find the opportunities to maximise business and customer value.
Becoming product-led means shifting the entire mentality of the organisation from delivering features to achieving outcomes. It involves changing structure, strategy, but also policies and reward systems.
The build trap is a terrifying place for companies because it distracts them. Everyone is so focused on shipping more software that they lose sight of what is important: producing value for customers, hitting business goals and innovating against competitors.

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