Quotes About Product

Our product is still totally DeepArcher?" "Which is…" "Like 'departure', only you pronounce it DeepArcher?" "Zen thing," Maxine guesses. "Weed thing.

Hollywood is so fake and people need to realize that people are just people, and you, too, don't need to be born into something or have money or have whatever product someone is hawking on you.

The tycoons of social media have to stop pretending that they're friendly nerd gods building a better world and admit they're just tobacco farmers in T-shirts selling an addictive product to children. Because, let's face it, checking your "likes" is the new smoking.

The tycoons of social media have to stop pretending that they're friendly nerd gods building a better world and admit they're just tobacco farmers in T-shirts selling an addictive product to children.5 Because, let's face it, checking your "likes" is the new smoking.

Day's innovation was to realize that his readers could become his product and the advertisers his customers. His goal became to sell as many minutes of his readers' attention as possible to the advertisers.

The mind is not some organ that does the sense-making. That role belongs to the brain. The mind is a product of our sense-making activity. It is what our sense-making postulates when it tries to make sense of itself.

If you want to get a job as a programmer at a company that makes an open-source product, then contribute pull requests. If you want to get a job in developer relations, don't just contribute pull requests: go out and talk about the product. - Ted Neward

we're hearing more lately: something called "DevOps." Maybe everyone attending this party is a form of DevOps, but I suspect it's something much more than that. It's Product Management, Development, IT Operations, and even Information Security all working together and supporting one another.

You know, deployments are like final assembly in a manufacturing plant. Every flow of work goes through it, and you can't ship the product without it.

Even high-profile product and feature releases become routine by using dark launch techniques. Long before the launch date, we put all the required code for the feature into production, invisible to everyone except internal employees and small cohorts of real users, allowing us to test and evolve the feature until it achieves the desired business goal.

the part about the product manager not showing up for the demo pisses her off. What a disrespectful thing to do to engineers who built what you asked them to.

When John agrees, I thank him for his time. "Wait, one more question. Why do you believe that this product didn't cause the failure? Did you test the change?" There's a short silence on the phone before John replies, "No, we couldn't test the change. There's no test environment. Apparently, you guys requested a budget years ago, but…" I should have known.

She wonders what is happening: Too many promises to the market? Bad engineering leadership? Bad product leadership? Too much technical debt? Not enough focus on architectures and platforms that enable developers to be productive?

our goal is to create fast feedback and fast forward loops wherever work is performed, at all stages of the technology value stream, encompassing Product Management, Development, QA, Infosec, and Operations. This

These days, great teams doing consumer-oriented products have ratios of 1:6 because it's that important to create products that people love.

we're not just a name over the door we, are a result of what we do

The single most important difference between early markets and mainstream markets is that the former are willing to take responsibility for piecing together the whole product (in return for getting a jump on their competition), whereas the latter are not.

Compelling reason to buy • Whole product • Partners and allies • Distribution • Pricing • Competition • Positioning • Next target customer

Ultimately the service that skeptics provide to high-tech marketers is to point continually to the discrepancies between the sales claims and the delivered product. These discrepancies, in turn, create opportunities for the customer to fail, and such failures, through word of mouth, will ultimately come back to haunt us as lost market share.

Why me?' cries out the unsuccessful entrepreneur. Or rather 'Why not me?' 'Why not us?' chorus his equally unsuccessful investors. 'Look at our product. Is it not as good--nay, better--than the product that beat us out?'.... In fact, feature for feature, the less successful product is often arguably superior.

market alternatives call out the budget and thus the market category, and product alternatives call out the differentiation.

pragmatists are more interested in the market's response to a product than in the product itself. What

When pragmatists buy, they care about the company they are buying from, the quality of the product they are buying, the infrastructure of supporting products and system interfaces, and the reliability of the service they are going to get.

Surround your disruptive core product, the thing that got you to the dance, with a whole product that solves for the target customer's problem end to end. That will keep you on the dance floor for a long time to come. The