Ezinne Udezue: belief

Transcript context

…I think some of these lessons, especially that last one, is the kind of lesson that you can hear it and be like, "Yeah, yeah, I get it." And then you have to actually learn it and find the times, "Oh wow, okay. Everyone told me they wanted this thing and nobody actually used it. Okay. I remember Ezinne said that on a podcast. Oh, I get it now." And so I think there's only so much we can do to help people learn these things. Sometimes you just have to fail, [inaudible 00:59:58] the pain to learn. Okay. Is there anything that we have not touched on, anything that you wanted to share before we get to our very exciting lightning round? I think we didn't talk about ethics and as people of color and parents. I think that having a call to action for our PMs to really be thoughtful about what it is they're building and what it is they're integrating into their product is really important to us. We just want to call PMs that this awesome power we have to direct lots of developers conjured responsibility despite event trope and... We created social media. I worked at Twitter and I'm always like, "Oh my God, how many mistakes did we make?" I remember the person who invented DeepFakes was interviewed one time and they're like, "What are the implications of your stuff?" And she's like, "I don't care." And I was so shocked. I was like, "What? A software engineer, you don't care." She's like, "Oh, it's all invented countermeasure." I'm like, "Oh my God." So PMs, we shouldn't be like that. We shouldn't be like that. I guess the one thing I also wanted to say is one pain point we hear a lot is strategy. PMs who are senior PM, principal pm worry about, "Oh my God, how can I do product strategy?" And in the book we talk a lot about the sources of strategy and it's not mysterious. I think there are things you need to learn about the sources of competitive advantage and even what that means like intellectual property or economies of scale, economies of scope. Because there's no formal education about this stuff PMs don't have the fundamentals they need because it's easy to learn customer discovery, but learning the seven levers of competitive advantage, maybe you've never seen or learning the 10 ways that companies can grow, which is not just product, sometimes it's distribution, sometimes it's superior business strategy, and these are ideas that if PMs had good material, it sort of packed in the middle of business school, you can actually become a person who helps direct your company on where to go and do it in such a way that's so compelling. You can talk about it that it's good for your career.…

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