One of the most common—and deceptively simple—questions founders ask is: “How can I grow my business faster?” It feels like the kind of question that should have a straightforward answer. Yet, as many CEOs discover, growth is rarely straightforward. It’s a balancing act between multiple forces, each pulling in different directions.
In my recent talk on The Growth Equation, I introduced Barry, an archetypal founder whose story might sound all too familiar. Barry is a product person at heart. He loves nothing more than dreaming up new features and turning ideas into reality. For Barry, the belief is simple: the best products win.
At some stage in your design career, you may find yourself at a bit of a crossroads. One path is the path of the craftsperson; a path you’re very experienced and comfortable with. Down the other path is the lure of management, and all the power and riches that entails.
Back in 2005, I wrote my first book—and learned the hard way why traditional publishing isn’t for everyone. The book, one of the first on CSS design, was published with Apress and turned out well, but the experience of working with the publisher was anything but fun.
Martial arts often distinguish between “hard” and “soft” styles. Hard styles focus on direct, powerful strikes—punches and kicks designed to break through an opponent’s defences through sheer force. This is the approach many design leaders take when "battling" their organisations for greater influence, hoping to raise design's impact by pushing hard for recognition. While understandable, this forceful, head-on approach can be counterproductive, especially when designers face opponents with more authority or entrenched interests.
Peter Merholz recently published a thought-provoking article suggesting that “Product Management is UX Design.” While this may hold in certain contexts, I believe it’s largely meant to spark debate rather than capture a broad truth.