Is it a story how You, guys, silently moved all the development forces from all the Maschine ( ITs according to Your written article on NI site) the support - which, BTW, costs half a thousand $, and simply got me OFF 2 years without a support? AND THEN, launching 3rd MAschine, You fuckers, did a theft - MK3 which YOU DID NOT SUPPORTED FOR YEARS AS YOU SHOUD - noticed end of support and maschine 3 soft became paid for me - so, , DEAR PRODUCT MANAGER - What You shgould do first - You should convince your board to prolong end of supports and provide updaes for those users, whom you, fuckers, ab andoned. And herre’s and dvice - think thice before You write something - not only dumbassses read You, professionals from the industry reads as well. IT’s such a stuupid text You wrote - such an amauter… oh…. no surprise You worked in a leprosorium with MEta - prodicts with always failure relase cycle…
Don't forget to write it down in Your linked in boi, You, Granbd MAster of How I Personally Earned Worst REputation as a CPO. There is no reason anymore to post any article or document, now - every pro sees your “professional” skill level - its surprisingly weak. Wait, no. No surprise, actually - sissy productr movements in Kontakt are understandable, now
hey CPO, did You saw a driver version date of MAschine MK3? And what about firmware? OOOO, Everything is already perfect, right? No need to update!Fuckers
I’d love to hear your thoughts on _how_ good PMs move effectively, and efficiently, from uncovering Unknown Unknowns to prioritising and solving Known Knowns.
I often come back to Wald’s work in WW2 as a great example of how XFN consultation can help turn the problem over, and avoid ‘Known Unknown’ bikeshedding—focusing on learning more about the problems that fit within our worldview, at the expense of a wider and potentially more impactful framing.
But we have to trade that off against velocity and ‘getting shit done’ and, while experience breeds an intuition for anticipating dead-ends, rabbit-holes and diminishing returns, I wonder if there are any more tangible techniques or models…?
Is it a story how You, guys, silently moved all the development forces from all the Maschine ( ITs according to Your written article on NI site) the support - which, BTW, costs half a thousand $, and simply got me OFF 2 years without a support? AND THEN, launching 3rd MAschine, You fuckers, did a theft - MK3 which YOU DID NOT SUPPORTED FOR YEARS AS YOU SHOUD - noticed end of support and maschine 3 soft became paid for me - so, , DEAR PRODUCT MANAGER - What You shgould do first - You should convince your board to prolong end of supports and provide updaes for those users, whom you, fuckers, ab andoned. And herre’s and dvice - think thice before You write something - not only dumbassses read You, professionals from the industry reads as well. IT’s such a stuupid text You wrote - such an amauter… oh…. no surprise You worked in a leprosorium with MEta - prodicts with always failure relase cycle…
Don't forget to write it down in Your linked in boi, You, Granbd MAster of How I Personally Earned Worst REputation as a CPO. There is no reason anymore to post any article or document, now - every pro sees your “professional” skill level - its surprisingly weak. Wait, no. No surprise, actually - sissy productr movements in Kontakt are understandable, now
hey CPO, did You saw a driver version date of MAschine MK3? And what about firmware? OOOO, Everything is already perfect, right? No need to update!Fuckers
I’d love to hear your thoughts on _how_ good PMs move effectively, and efficiently, from uncovering Unknown Unknowns to prioritising and solving Known Knowns.
I often come back to Wald’s work in WW2 as a great example of how XFN consultation can help turn the problem over, and avoid ‘Known Unknown’ bikeshedding—focusing on learning more about the problems that fit within our worldview, at the expense of a wider and potentially more impactful framing.
But we have to trade that off against velocity and ‘getting shit done’ and, while experience breeds an intuition for anticipating dead-ends, rabbit-holes and diminishing returns, I wonder if there are any more tangible techniques or models…?