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This is the blog of Adam Kalsey. Unusual depth and complexity. Rich, full body with a hint of nutty earthiness.

Product Management

A Framework for Scaling product teams

The people, processes, and systems that make up a product organization change radically as you go through the stages of a company. A scaled organization isn’t just about increasing the size but about changing the focus and makeup of the organization as the company’s focus and needs change.

These changes are not only driven by how large a company is. A young 500-person single-product company that hasn’t solved its market has much different scaling problems than a similar-sized older company multi-product company that hasn’t introduced a new product in years. This is true even if both expect the same revenue and employee growth.

For purposes of scale, I think about three company stages. Invention, Craft, and Optimization.

In the Invention phase, the company is an idea trying to prove that it can exist. The company doesn’t know what signals to pay attention to. An Inventing company will change directions quickly as it hones in on what the company will be. The people need to be flexible. The processes need to be...

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Products and Tools

My Networked Webcam Setup

I’ve long used OBS to manage things for my video calling. I started because my DSLR has a 4:3 aspect ratio that I wanted to crop to a widescreen view. Over time, I’ve added color correction, multiple cameras, and a nameplate overlay.

But when I switched between computers, my video call setup wasn’t easy to take with me. And some video calling platforms (Google Meet, especially) suck so many resources from the computer that running something heavy like OBS often leads to dropped frames, frozen video, and video turning off. When I join a call from my five-year-old Intel MacBook, the fans run so loud that people on the call can hear them.

I had an old Dell Windows laptop gathering dust, so I decided to build a setup with that as a dedicated video management machine that provides a virtual camera over the network to my other computers. This blog post describes how I set it up.

Running OBS and exporting the Virtual Camera

I installed OBS on the laptop and copied my config files from one of my Mac laptops. In practice, this copying didn’t work well. Windows had different device names and file paths, so the imported config didn’t work. Instead of...

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Product Management

Roadmap Outcomes, not Features

Roadmaps should be outcomes, not features. What customer or business problem do you want to solve, and what does it look like when you’ve solved it? An outcome roadmap isn’t full of things you’ll do. It’s full of the things that happened because of the things you did.

I’ve long been a fan of problem roadmaps instead of feature roadmaps. In a problem roadmap, you don’t list features and ship dates. It gives you a lot more flexibility in how to solve a problem. It doesn’t tie you to specific things you’ll ship on specific dates so that...

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Product Management

Different roadmaps for different folks

Your customers need fewer details than your co-workers. Your product organization requires a different level of detail than your sales and marketing teams. The people working on other parts of your product need more detail than those working on other products. And the members of your product team need specific details that no one else does.

overly-complicated street map

This is a common failure mode of roadmaps. You spend a lot of time crafting the perfect roadmap slide and then share it with everyone. Product management won’t let sales share...

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Management & Leadership

Micromanaging and competence

Too many leaders are so afraid of micromanaging that they become completely hands off.

But giving instruction to build competence is not micromanagement. Neither is providing feedback. Avoiding instruction or feedback because you fear the micromanager label does a disservice to your employee.

If I’m driving with Frank and I say he should check his mirror more often, that sounds like obvious micromanagement. But what if I told you that Frank is my nephew and has only been driving for a week?

The context is important. Now I’m not micromanaging, I’m giving...

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Management & Leadership

My productivity operating system

How do you get things done? How do you decide what needs to be done? An operating system that gives you a repeatable process can be the difference between a productive day and a day wasted reacting to whatever comes up.

Here’s the operating system I use to organize my work. I’ve taught this to others who have found this system effective.

Vision

It starts with a vision. What big thing are you trying to accomplish? Imagine that a year from now you’re successful at something. What do you imagine that you accomplished? It’s hard to plan if you don’t have something to plan toward.

The vision...

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Recently Written

A Framework for Scaling product teams (Oct 9)
The people, processes, and systems that make up a product organization change radically as you go through the stages of a company. This framework will guide that scaling.
My Networked Webcam Setup (Sep 25)
A writeup of my network-powered conference call camera setup.
Roadmap Outcomes, not Features (Sep 4)
Drive success by roadmapping the outcomes you'll create instead of the features you'll deliver.
Different roadmaps for different folks (Sep 2)
The key to effective roadmapping? Different views for different needs.
Micromanaging and competence (Jul 2)
Providing feedback or instruction can be seen as micromanagement unless you provide context.
My productivity operating system (Jun 24)
A framework for super-charging productivity on the things that matter.
Great product managers own the outcomes (May 14)
Being a product manager means never having to say, "that's not my job."
Too Big To Fail (Apr 9)
When a company piles resources on a new product idea, it doesn't have room to fail. But failing is an important part of innovation. If you can't let it fail, it can't succeed.

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