He did not complete the training and never commissioned into the Marine Corps, choosing instead to pursue service in the Peace Corps. He credits part of his entrepreneurial spirit to his time in the Peace Corps. I learned it is better to do one product well than two products in a mediocre way," says Hastings.
So one of the very first things I did was to sit down and write an essay about what I believed about this role. The paper proved popular and helped many teams to get a better understanding of just what product was all about.
There are three main reasons for this: Third, I argue that the role is now more essential than ever. I see this role as absolutely critical to success, and very often is the difference between success and failure.
The title is not important; the work they do is.
They can escalate every issue and decision up to the CEO. In this model, the product manager is really abacklog administrator. They can call a meeting with all the stakeholders in the room and then just let them fight it out — this is design by committee and it rarely yields anything beyond mediocrity.
The product manager can do his or her job. So my intention here is to show you great examples of this third way of working. I want to instead introduce you to real people. And fewer still know the back stories behind these successful products. In addition to all the new features, the team had another very large objective.
Their code base had diverged and it was extremely slow and costly for Microsoft to be implementing Word separately for each platform: Windows, DOS and Mac. This code convergence effort was supposed to save Microsoft substantial development time, and also — they tried to convince themselves — improve the offering since Word would have the same features on every platform.
It also meant that there was great pressure to get the release out so they could start to gain the efficiencies of a single code base. At the time, Word for Mac was a relatively small market.
If you remember back then, Windows machines absolutely dominated, and even the future of Apple was not a sure thing. However, the Mac community was also very vocal, with passionate fans of their platform, and is also important to note that this community had very little love for Microsoft.
PowerMacs were just hitting the market, which had significantly faster chips and more memory. Most of the team were using those new computers because the Word 6.
The team ended up focusing hard on performance, and taking advantage of what the Mac could do. They even made it faster than the feature on Windows. The result was that in a couple of months, they produced a 6. The release succeeded in fixing the perception problems, but more importantly, it genuinely made the version dramatically better for the Macintosh — a product the Mac team could actually be proud of, and what the team felt they should have delivered to market in the first place.
In subsequent years, not only did Microsoft once again decide to diverge the code base, they completely separated the teams into different buildings and business units, and had them fully embrace all things Mac.
Strategically it was a complete Martina has gone on to have a remarkable career, in both product management and product marketing. The combination is amazing.
They had a couple experienced co-founders, including the now legendary Reed Hastings, but the problem was that they were stuck at aboutcustomers.
They were essentially providing the same general pay-per-rental experience that Blockbuster provided, just an online version of this. Even worse, DVD sales were starting to lag, and a Hollywood backlash further muddied the situation.
Then there were challenges with fulfillment logistics, difficulty maintaining DVD quality, and trying to figure out how to do all this in a way that covered costs and generated some cash. One of many tests they tried was to move to a subscription service.
Get people to sign up for a month, and offer them unlimited movies.
The good news was that yes, actually, this really did appeal to people. A flat monthly fee and all the videos they could consume sounded pretty great. The bad news is that the team created some real problems for themselves.
They knew they needed to somehow get customers to want a blend of expensive and less expensive titles.Enter your mobile number or email address below and we'll send you a link to download the free Kindle App.
Then you can start reading Kindle books on your smartphone, tablet, or computer - . Named by The Washington Post as one of the 11 Leadership Books to Read in When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong.
McCord helped create the unique and high-performing culture at Netflix. However, according to Netflix CEO Reed Hastings, to be an even better leader, you may not want to make any decisions at all.
During an interview last week, Hastings explained how success, for him, is making less, not more, decisions. The best sites and services for streaming movies and TV online Binge away with our guide to the best on-demand streaming services By Kris Wouk and Ryan Waniata — Posted on October 8, - At Netflix, we’re significantly better [than we were] because we have more brains thinking about the problem.
If you have 1, really thoughtful people thinking about how to improve, you’ll make a lot more progress than if you have ,” Hastings says. You don’t have to be Steve Jobs to be a great CEO. Without mentioning Apple or the late CEO . Netflix, Inc. is an American media-services provider headquartered in Los Gatos, California, founded in by Reed Hastings and Marc Randolph in Scotts Valley, initiativeblog.com company's primary business is its subscription-based streaming media service which offers online streaming of a library of films and television programs, including those produced in-house.