Author here, thanks for sharing your feedback. To your point, product is a high-stress, demanding role, and in reality, you might not hit every item from this list all the time. This ambitiously attempted to define greatness from when I've been fortunate to get there, see it, or be part of it. Getting to greatness can be done; it's just hard to achieve. I think it deserves that caveat up front, and I will update it.
I also agree that low-level teams might be very far removed from strategy, especially in large orgs. However, that team should have a clearly defined goal or mandate instead. So much of the product is context-driven, and the first few drafts were 3-4x longer to account for these differences between organizations, hierarchy, teams etc. I removed most of that to focus more on basic principles because this guide was starting to look like it was written by Charlie Kelly chasing Pepe Silvia accounting for all the edge cases :)
I did enjoy this article and agree with almost everything.
One piece of advice I’ve learned the hard way, however, is if the road map doesn’t make sense, it’s unlikely that making noise is going to make your life better.
I was reminded by this article of the time when my role as a PM was stymied by a lack of clear corporate strategy - I was told to make a road map without the support of any kind of goal or vision, told even that having a strategy would take “11 weeks” (yeah, an oddly specific number). Of course, I pushed back - but the outcome of doing so was very poor for me.
A road map doesn’t need to perfectly align with the very good points in your article, but there is a point at which it’s probably just better to cut and run.
As a Ruby/Rails dev, the OP makes a good, directionally correct point: "I don’t believe that simply being better than Rails is enough to displace Rails."
However, he's off by a bit. It's going to take another framework to not just be "simply better". This framework will need to be an order of magnitude better to get me to switch from the amazingly productive Rails ecosystem. The framework/language marketplace is crowded and you are going to really need to standout to get any serious adoption to compete. For me, the cost of switching all new development projects to Hanami seems to out-weight the benefits (this also assumes Rails is the correct tool for the job of course, which it often isn't).
That said, a Rails/Hanami/Sinatra framework built on the Crystal language, which looks almost exactly like Ruby but gives you C performance, appears like it might be that order-of-magnitude to 100x game-changer that could get me to switch stacks. [0]
Whether you like him or not, Peter Thiel has some good thoughts when it comes to innovation and I think this argument perfectly encompasses this Rails/Hanami discussion:
"As a good rule of thumb, proprietary technology must be at least 10 times better than its closest substitute in some important dimension to lead to a real monopolistic advantage. Anything less than an order of magnitude better will probably be perceived as a marginal improvement and will be hard to sell, especially in an already crowded market. The clearest way to make a 10x improvement is to invent something completely new."[1]
I expect to see rails slowly die off over the next decade, with many rails developers moving to either Elixir-based web framework Phoenix or something written in Crystal. There are a few web frameworks in Crystal, but none are fully complete yet.
- http://kemalcr.com
- http://luckyframework.org
- http://amberframework.org
Swift will be more prevalent than Crystal. There are already some serious frameworks available and you get the additional bonus of being able to write Mac and iOS with the language as wel.
The server-side swift ecosystem is incredibly small, and that's by far the most important thing for adoption.
You're not really going to share backend source with your iOS apps, so there's nothing to really gain there. Languages are so homogenized these days that moving between the popular few is pretty simple and requires fairly minimal rampup.
Alternative headline: SNAP somehow surges 22% in after-hours trading despite reporting a $3.5BN loss and burning $819MM in cash.
While revenue and user growth are both positive signs, there are still plenty of red flags. SNAP's hefty valuation is based on much higher growth rates and a faster route to profitability that still has yet to be seen.
That's not accurate on breaking changes, there will be additional ones in the future:
> We’ve done our best to prevent breaking changes, but we had to sneak some in. Regrettably, we’ll also have a few more coming in Beta 3, too. However, we’re clearly outlining all of them for you to make the upgrade and testing process as easy as possible.
How so? From an Anti-Trust perspective, the FTC recently blocked the Walgreens/Rite-Aid[1] and FanDuel/DraftKings[2] deals. I'm not sure this deal is anti-competitive and certainly doesn't come off as anti-consumer to me.
However, as it relates to the FTC, I am concerned with the increasing size of Fortune 100/500 companies [3] and their relationship to the decline in entrepreneurship in the United States [4]. The biggest companies are getting bigger and growing faster than ever and the FTC affects that by reviewing M&A activity.
Yeah I'm having trouble understanding why you release this or even use it in production when the underlying framework behind it isn't fully-baked yet? I've been messing around with the alpha bootstrap and there are a number of issues, the beta version should be launching soon: https://github.com/twbs/bootstrap/milestones
Table XI | Senior Product Designer | Chicago, IL | REMOTE | FULLTIME http://www.tablexi.com/
Table XI is a curious and humble group of people who love to build things. Learning is the key to our culture, and we’re always looking for new skills to pick up and ways to hone our craft. We bring that same curiosity to our clients, digging into their needs so we can make sure our design and development projects look great, work great and push their businesses forward.
We’re looking for a designer who can tease out user needs, design, and develop prototypes to solve them. Here’s what we expect from you:
* Be an empathetic designer. Everything you touch should be clean, precise, artfully crafted and visually stunning
* See the forest and the trees. Being a great product designer is about being equally concerned with strategic direction and micro-interactions users experience
* Be an experienced consultant, with a proven track record of building lasting relationships with your clients
* Talk to users, conducting user research and usability tests are just a few of the tools you’ll use to help clients make informed product decisions
* Implement your designs in HTML/CSS (Sass)
* Work collaboratively on a cross-functional team of developers, designers and business analysts
* Be a design facilitator: create engaging environments and lead groups of stakeholders through design-thinking exercises (bonus points for experience with Google Design Sprints)
Table XI is a curious and humble group of people who love to build things. Learning is the key to our culture, and we’re always looking for new skills to pick up and ways to hone our craft. We bring that same curiosity to our clients, digging into their needs so we can make sure our design and development projects look great, work great and push their businesses forward.
We’re looking for a designer to bring strategic and creative vision to solving user needs. Here’s what we expect from you:
* Be an empathetic designer.
* Everything you touch should be clean, precise, artfully crafted and visually stunning
* See the forest and the trees. Designing great products is about being equally concerned with strategic direction and micro-interactions of the user experience
* Be an experienced consultant, with a proven track record of building lasting relationships with your clients
* Talk to users: usability testing is just one of the tools you’ll use to help clients make informed product decisions
Work collaboratively on a cross-functional team of developers, designers, and business analysts
* Be a design facilitator: create engaging environments and lead groups of stakeholders through design-thinking exercises (bonus points for experience with Google Design Sprints but not required)
Exactly. Because they've usually only experienced support for Google's free services, people assume all Google support is minimal - but it isn't. We pay $150 a month for silver support, and in the extremely rare (several years apart) case we need help, we get it.
True, it costs $5 a month - nearly free. It comes down to the eternal truth that there is no such thing as a free lunch, and expecting a $100/hour support person to be at your beck and call for $5 a month isn't realistic.
I also agree that low-level teams might be very far removed from strategy, especially in large orgs. However, that team should have a clearly defined goal or mandate instead. So much of the product is context-driven, and the first few drafts were 3-4x longer to account for these differences between organizations, hierarchy, teams etc. I removed most of that to focus more on basic principles because this guide was starting to look like it was written by Charlie Kelly chasing Pepe Silvia accounting for all the edge cases :)