Musab barakati

They say “Trust takes years to build, seconds to break, and forever to repair.” And it cannot be more true in an age of speed, urgency, and endless stream of conflicting information. Trust is more crucial and fragile than ever before. Trust is the foundation of collaboration, creativity and innovation. Why? because I look at trust internally and externally in a constant feedback loop. Trust internally is trust in self that trying and the possibility of failing is not a statement of failure of character or intellect, but a single step closer to the answer. Trust externally goes to others as belief in their feedback and empathizing with their problems, while it comes from knowing that others will lift you up when you need them and work with you to make the work a success. Observing organizations with low levels of trust in their employees will inherently cause a lack of trust from the employees in their organizations. This is reflected in rules and extreme bureaucracy. These l...

Before starting, let me be clear that this article is not about what we do specifically in meeting, or about conflicts and politics that go before, during and after meetings. This article is about thinking before having a meeting if we should have it in the first place, what can we do to make the most of it? And what can you do on the individual level? And it matters, here are some statistics to get you interested: 37$ billion are estimated to be wasted due to meetings in the US alone.  59% of Employees Less Engaged Due to Number of Meetings 9 in 10 people daydream in meetings In a survey of 182 senior managers in a range of industries: 65% said meetings keep them from completing their own work. 71% said meetings are unproductive and inefficient. 64% said meetings come at the expense of deep thinking. 62% said meetings miss opportunities to bring the team closer together. First of all, why do we meet? Interestingly enough, whenever this question is asked people start...

First, let us admit that there is no perfect decision in real life. If we know this, why do we pursue it even when it is not worth it and costing us? This of course works in product management and entrepreneurship especially for digital innovation products. When it comes to how to think about the importance of decision we have to think against the other main dimension, time. As you read, this is structured starting a simple case and then adding a layer of complexity to it and seeing how this complexity affects our time and our decision, spoiler alert, it shouldn’t. For our case we have a decision between how to order two items of work in our backlog and importance, let us consider them features. We have to have some assumptions: first, there is only a single team, second, We know the value curve for them is the same and it is flat for the near future. Feature Time in weeks Value per week A 3 5 B 1 2 The charts bellow will show the value over time, and...