The essence of the problem is ultimately direction 12

Even if it looks busy, it's still stagnation 15
Signs of Stagnation 16
Moving Gaze 18
20 Organizations That Lost Customers
Organizations Focused on Speed ​​22

The essence of strategy is the bridge connecting direction and method. 27
Bridge connecting direction and method 28
Connection between selection and execution 30
Reason for Existence and Destination 33
35 Conditions for a Well-Developed Strategy
An organization aligned with a living mission and vision 38

The language of strategy is data 43
We work data-driven 44
What data does the product team handle? 46
How to Transform Data into Your Team's Language 48
How Product Teams' Data-Driven Retrospectives Are Different 50
What It Really Means to Be Data-Driven: 52

An aligned organization starts with teams and roles 57
A Strong Product-Centric Organization, Alignity 58
Product Owner is 60
Owner of 'Why' 60
63 User Language Melted into Products
Just three things users do 65
Visual 67 over design system
69 people who solve problems with code
71 People Who Should Ask Questions
Bridge between Structure and Execution 73
Functional Leader 76 that Supports the Purpose
The beginning of problem solving is understanding the customer 81
Starting Point of Understanding 82
New Understanding 84
86 Practical Ways Product Teams Solve Problems
Customers judge by completely different criteria 88
UX Research for Comparing Options 91
This is how UX research is done 92
'Reducing' with Research 95
Words, Actions, and Feelings 99

The starting point of a product is problem definition 103
How Products Start 104
Where Does the Problem Come From? 108
The Power of Defining a Problem in One Sentence 110
113 The Illusion of Defining the Problem
Experimental Design Starting with Hypothesis 114
The Difference Between Assumption and Hypothesis 117
Why Stay Home 120
How to Build a Good Hypothesis 122
The Process of Turning Assumptions into Hypotheses 124
Measurable Metrics and Learning 127
Putting numbers to a hypothesis 130
Bridge from Hypothesis to Action 131

Growth comes from experimentation and learning 135
Only the experimental team survives 136
I don't have time, but do I really need to do this experiment? 139
The Nature and Design of Experiments 142
How to Design Sustainability in Practice 145
The Reality of AB Testing 147
Interpreting Nonsignificant Results 149
Learning and Feedback Loops 151
How to Turn Failure into an Asset 153
Conditions for a Learning Organization 154
The real test of a product is when it meets the market. 159
The moment when product and market meet 160
From Dissonance to Harmony 162
Methods and Indicators for Measuring PMF 165
Growth Strategy after PMF 169
Post-PMF Expansion Strategy 172

The next step for a discovered product is growth. 177
The product has been discovered, and now it must grow. 178
As your product grows, your team must change too. 181
Now, we must not decide everything 184
Faster, but smarter 187
Strategy 191: Leading Many, Not Just One
Small, fast, but to go far 193

Sustainable Practices Begin with Structure 197
Adaptive Cycle Framework 200
Problem Definition 201
Scoping - Setting the Scope 202
Why 1 week, 3 weeks, and 6 weeks? 205
Two Weeks in a Sprint: Why It's a Problem 207
Structuring - Unraveling Ideas 209
Adaptive Cycle and Prototyping 210
Outlining Session 212
Dying Backlog 215
Living Backlog, 217
Managing a Living Backlog 217
One-pager 219
Prioritization Meeting 221
Tracking 224
Who Should Use Adaptive Cycle and When? 226
The Role of PO/PM in the Adaptive Cycle 228
What's the Difference Between Sprint and Adaptive Cycle? 230

Good products spread through structure 233
Products that don't just solve problems 234
Diffusion products have structure 235
MVP next is MDP 237
239 Product Descriptions from Customers
Broadcasting is not the domain of marketing 241
Not a person, but 245
Structure Drives Execution 245
It's made of 'structures', not 'people' 246
Conditions for a Product-Oriented Organization 247
The purpose organization is actually inconvenient 250
A Shift in Perspective 252
Autonomy without alignment is runaway, alignment without autonomy is bureaucracy.
255
Ultimately, it becomes the basis for selection 258

The success or failure of an organization depends on its priorities and decisions. 261
The Illusion of Priority 262
The Pitfalls of Measurement and Indicators 264
Balance of Speed ​​and Direction 267
Balance of Speed ​​and Completeness 269
The Essence of Retrospection 271
The Value of Retrospection 273
Beyond Form to Essence 275

Collaboration is accomplished through tension and coordination. 281
'Good' is relative 282
284 by business and product structure
The Role of the Product Owner 284
Why Product Teams Sometimes Get Dragged Around 287
Tension and Coordination with the Business Team 289
The power to attract customers and 291
The Intersection of 'The Power of Holding On' 291
How to Work with People Who Understand Your Customers' Pain First and foremost 294
How to Better Understand Your Customers 296
Sustainable growth comes from a product-centric culture. 301
What Makes a Good Product? 302
How to Create a Product-Centric Culture 303
What Makes a Contagious Culture Different? 307
Culture is transmitted through recruitment 309
The product is a mirror of the team 311
Understanding is better than everyone's agreement 313
Misunderstanding and Design of the "Why" Question 316
Designing a Review Culture and the Power of 1:1s 318
Defensive Collaboration 320
Balancing Perfectionism and Execution 323
Between Performance and Meaning 325
Between Immersion and Form 327
Ownership and the Attitude of a Bystander 329
How is a sense of ownership created? 331

The Unbreakable Foundation of a Team 335
Unbreakable Team 336
How is motivation achieved? 337
The Causes and Structure of Burnout 339
342 If leaders don't want to become obstacles to growth,