Lessons from Scott Belsky’s Book “The Messy Middle”
All businesses operate in an environment that is almost entirely driven by uncertainty and ignorance.
Of course, you might mess it all up, and if you do — as you totally know — you'll have at minimum rendered meaningless the life of a plant, the time and labor of a farmer, the care of a processor, the energy of an importer, the discernment of a coffee buyer, and the skill of a roaster.
She loves talking about hacks she’s pulled off — like the alterations she made to her diabetic son’s medical devices, so she could merge all their data to produce a predictive model. Now, she gets an alert an hour in advance if a spike or drop is coming in his blood glucose level. This is an unprecedented, and highly valuable, thing. “Turns out, it broke several federal laws,” she laughs.
businesses don’t disrupt, people do. Businesses can’t disrupt unless people do.
“It's your job as a product manager and as a product team to take that context and design/build the best solution with the team's knowledge of the best design patterns and technology available.”
Proof comes from the analysis of past data. But, when we look ahead, the proof is only robust to the extent that the future is identical to the past. Despite the obvious fact that the future is notoriously different than the past, the comfort generated by logic and data combined into proof keeps us continuing to exploit what we believe to be proven true rather than exploring unproven directions.
We must flood the organization with the experience of the customer.
He who can no longer listen to his brother will soon be no longer listening to God either; he will be doing nothing but prattle in the presence of God too. This is the beginning of the death of the spiritual life . . . . Anyone who thinks that his time is too valuable to spend keeping quiet will eventually have no time for God and his brother, but only for himself and for his own follies.