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    <description>recent bookmarks from bgporter</description>
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  </channel><item rdf:about="http://rowansimpson.com/2013/04/08/product-management/">
    <title>Product Management « Rowan Simpson</title>
    <dc:date>2013-04-09T12:41:47+00:00</dc:date>
    <link>http://rowansimpson.com/2013/04/08/product-management/</link>
    <dc:creator>bgporter</dc:creator><description><![CDATA[My last job title at Trade Me was ‘Head of Product’.

If you say you are a ‘Software Developer’ or even a ‘Development Manager’, then most people working in technology will know what that means.

But, I’m not sure I’ve ever heard a succinct definition of what makes a ‘Product Manager’. In fact, I’m not even sure I’ve heard a succinct definition of a product, in this context.

I thought it might be useful to try and describe, at least as I’ve experienced it, for those who might be interested in this sort of role.]]></description>
<dc:subject>blog management development</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:bgporter/b:f524f6eb79a9/</dc:identifier>
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<item rdf:about="http://bhorowitz.com/2010/05/14/why-startups-should-train-their-people/">
    <title>Why Startups Should Train Their People // ben's blog</title>
    <dc:date>2010-05-15T13:54:29+00:00</dc:date>
    <link>http://bhorowitz.com/2010/05/14/why-startups-should-train-their-people/</link>
    <dc:creator>bgporter</dc:creator><description><![CDATA[Based on Andy’s guidance, I wrote a short document called Good Product Manager/Bad Product Manager which I used to train the team on my basic expectations (and I include at the end of this post). I was shocked by what happened next. The performance of my team instantly improved. Product managers that I previously thought were hopeless became effective. Pretty soon, I was managing the highest performing team in the company
]]></description>
<dc:subject>management training</dc:subject>
<dc:identifier>https://pinboard.in/u:bgporter/b:6f4a832eac60/</dc:identifier>
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<item rdf:about="http://www.lockheedmartin.com/aeronautics/skunkworks/14rules.html">
    <title>Kelly's 14 Rules | Lockheed Martin</title>
    <dc:date>2010-05-03T21:28:57+00:00</dc:date>
    <link>http://www.lockheedmartin.com/aeronautics/skunkworks/14rules.html</link>
    <dc:creator>bgporter</dc:creator><description><![CDATA[Kelly’s rules got their start on the XP-80 project in 1943, but it wasn’t until the early 1950’s that they were formalized and set in place as the Skunk Works®’ rules of operation.
]]></description>
<dc:subject>process rules management</dc:subject>
<dc:identifier>https://pinboard.in/u:bgporter/b:7ecbe7ed04fd/</dc:identifier>
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<item rdf:about="http://www.ribbonfarm.com/2009/10/07/the-gervais-principle-or-the-office-according-to-the-office/">
    <title>The Gervais Principle, Or The Office According to “The Office”</title>
    <dc:date>2010-04-15T14:10:39+00:00</dc:date>
    <link>http://www.ribbonfarm.com/2009/10/07/the-gervais-principle-or-the-office-according-to-the-office/</link>
    <dc:creator>bgporter</dc:creator><dc:subject>business management theory toread</dc:subject>
<dc:identifier>https://pinboard.in/u:bgporter/b:503a60ef988d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:bgporter/t:business"/>
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<item rdf:about="http://www.slideshare.net/reed2001/culture-1798664">
    <title>Culture</title>
    <dc:date>2009-08-05T13:25:24+00:00</dc:date>
    <link>http://www.slideshare.net/reed2001/culture-1798664</link>
    <dc:creator>bgporter</dc:creator><description><![CDATA[A slide deck from Netflix explaining their corporate culture.
]]></description>
<dc:subject>culture management business</dc:subject>
<dc:identifier>https://pinboard.in/u:bgporter/b:c8deb2e0c73e/</dc:identifier>
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<item rdf:about="http://knowledge.wharton.upenn.edu/article.cfm?articleid=2227">
    <title>Discovery-driven Growth: The Only Plan Is to Learn as You Go - Knowledge@Wharton</title>
    <dc:date>2009-05-05T20:44:26+00:00</dc:date>
    <link>http://knowledge.wharton.upenn.edu/article.cfm?articleid=2227</link>
    <dc:creator>bgporter</dc:creator><description><![CDATA[We recognize that because the world is getting more uncertain, managers will have to make investment decisions in the face of much greater uncertainty. We recognize that because of that uncertainty, the chances that you're right are very low. That basically means that the normal condition is that you're wrong. What you need to stop doing is obsessing about being right -- because you can't be right. Or, very rarely can you be right.
]]></description>
<dc:subject>management planning</dc:subject>
<dc:identifier>https://pinboard.in/u:bgporter/b:3dc310a057a1/</dc:identifier>
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