Marty Cagan

It doesn't matter how good your engineering team is if they are not given something worthwhile to build.

We need teams of missionaries, not teams of mercenaries.

To be absolutely clear, the product manager is not the boss of anyone on the product team.

Just as you need to know the language of computing, you also need to know the language of business. If you have never done so, you need to take a course in the basics of business finance.

Rather than being measured on the output of their design work, the product designer is measured on the success of the product.

Modern product marketing managers represent the market to the product team—the positioning, the messaging, and a winning go‐to‐market plan. They are deeply engaged with the sales channel and know their capabilities, limitations, and current competitive issues.

These are called outcome‐based roadmaps.

Outcome‐based roadmaps are essentially equivalent to using a business objective–based system such as the OKR system. It's the format that's different more than the content.

if you're going to put a feature in, you need to put in at least the basic usage analytics for that feature. Otherwise, how will you know if it's working as it needs to?

It's also important for tech product managers to have a broad understanding of the types of analytics that are important to your product. Many have too narrow of a view. Here is the core set for most tech products:
User behavior analytics (click paths, engagement)
Business analytics (active users, conversion rate, lifetime value, retention)
Financial analytics (ASP, billings, time to close)
Performance (load time, uptime)
Operational costs (storage, hosting)
Go‐to‐market costs (acquisition costs, cost of sales, programs)
Sentiment (NPS, customer satisfaction, surveys)