Managing Information: What You Need and Why You Need It.

Dynami Perspective DP 1 Management information: What is necessary and why is it necessary? Our 2010 opening series is about information management. Information triggers almost everything in business. Start, execute, and terminate the process based on the information. Information is intrinsic, and sometimes you do not need to tell new things to get something up. In many cases, the process "waits" for information before something begins. In order to take appropriate action, the information must have three characteristics.

Imagine you need to record important things. Like home ownership. This is a simple message, but it must be persistent. First of all, you need to ensure that no one else can delete or edit this information. You also need to make sure that it always exists - even after years you can call it proof of ownership. And you can make sure that someone else is needed to see it and that it is genuine yet not edited. Ethereum makes this possible

When evaluating information, you need to confirm that the information is correct, but you also need to confirm that it is correct information. When trying to evaluate the "possibility" and "importance" of using information, it is important to question and verify the reliability, reliability, and relevance of data. People often say that there is nothing that you can not find online. But this is far from the fact. For example, when dealing with complex problems, you can not find an answer under a streetlight; this is one of the factors that makes the problem a complex issue for the first time. In such a case, you need to find clues and inspiration in other places.

Like many things in life, predicting the outcome of decision making is quite difficult in product management. Unlike games like checkers, it rarely gathers all the information you need to make informed decisions. In the early days there was no reliable past data, the dynamics of the market is constantly changing, customer needs have always changed.

The details you need will need to be familiar with the customer's problem and sufficient technical understanding that you might think that you have "product intuition". We need to spend enough time managing products, talking with customers, managing strategy road maps, running and measuring. Little, you should walk away from your everyday decision. If you are the CEO of the initial startup, you may be doing all of the above, including financing. The best thing you can do for your team is to introduce a product manager and pass it to him / her. Relay bar

Whether the owner of the product contributes to the team without adversely affecting everyday decisions without doing anything