The Empty Chair in the Meeting Room

Who this book is for

Người làm sản phẩm ở doanh nghiệp Việt Nam: product manager, product owner, trưởng nhóm sản phẩm ở công ty phần mềm, ứng dụng di động, sàn thương mại điện tử, fintech và bộ phận số của doanh nghiệp truyền thống; làm việc hằng ngày với kỹ sư, thiết kế, đội bán hàng và chăm sóc khách, thường không có đội nghiên cứu người dùng hay phân tích dữ liệu riêng.

Sound familiar?

• The team argues about what users want, yet nobody has talked to one in three months.
• The strongest voice in the room is the boss, not the evidence.
• Interview notes live on one person's laptop and nobody rereads them.
• Wants to do user research but is told it is slow and unnecessary.

Each chapter answers one question

1. Chapter 1: Is that what users want, or the loudest voice?

   In the last meeting, which statements about users came with evidence?

   In the meeting room, opinions about users are usually the opinion of whoever speaks loudest.

2. Chapter 2: Can one small call beat a big research project?

   What evidence from users can I get this week without asking for budget?

   One short call each week is worth more than one big research project each year.

3. Chapter 3: Are my notes written for me, or my team?

   Do my notes about users help colleagues who have never met them?

   Evidence only carries weight when people who were not there can read it back.

4. Chapter 4: Is late evidence still evidence?

   How do I get evidence to appear before the team decides, not after?

   Evidence changes decisions when it is present at the moment the decision is made.

5. Chapter 5: Too busy to listen to users: what's the harm?

   What keeps my team talking to users in the most rushed week?

   The habit of listening to users is the first thing to die when a deadline hits.