Ylva Fredriksson

Ylva Fredriksson

A step-by-step framework for reorganizing product domains when 80% is clear and 20% is messy (or vice versa)

A step-by-step framework for reorganizing product domains when 80% is clear and 20% is messy (or vice versa)

You’ve outgrown your current team setup but find it hard to figure out a better one that fits your reality. When setting a new org structure it’s easy to pinpoint a few areas that are cleanly scoped and valuable, but then there is the rest. You still need

The Product Discovery Toolkit: 40+ Tools to Validate Ideas Before You Build

Hand on your heart, are you doing as much product discovery as you should? If there's a gap, you're not alone. I've worked with teams skipping product discovery because they "don't need it" or "don't have time

How mature is your teams product discovery? 12 questions to find out

You know you need to improve product discovery in your teams. You know what good looks like, some of your leaders as well, but somehow teams are not spending enough time doing proper product discovery. Instead they work off requests from customers, from stakeholders, from the one year kind of

Why Product Discovery Is the First Thing to Change When Moving From Sales-Led to Product-Led

Yesterday I had a conversation with an R&D leader at a sales-led company making the shift to product-led. They were a profitable retail software company who had grown through the efforts of their sales department. The sales reps built strong relationships with potential clients and closed the deals

Why Your Infrastructure Proposal Gets Killed (And How to Fix It)

If you work with platforms and infrastructure, you know the struggle to get long-term investment approved. People outside your domain don’t understand the benefit of the work, or they do understand but somehow other investments take priority, and you can only motivate short-term optimization when things start going wrong.

How to Write Better OKRs for Platform and Infrastructure Work

The practice of creating Objectives and Key Results links what you do to why you do it, a simple idea that Google popularized. When implemented correctly, it works brilliantly. The implementation, though, is another story. I’ve worked at companies that introduced OKRs, removed them, switched to initiatives, then back

7 things to keep in mind for your next remote All-Hands (to avoid wasting your and others time!)

I've been running remote all-hands meetings for distributed teams spanning multiple time zones, cultures, and disciplines (tech and product, data and design), and I've also helped a string of leaders set up their remote all-hands. If you're not familiar, an all-hands is when all

How to structure platform teams when you're supporting thousands of engineers

I’ve scaled three different platform teams, most recently a 100-person org serving 5,000 engineers in a 45k-person company. Lots of legacy, lots of consolidation work, lots of learning what actually works (and what doesn’t). So if you’re trying to figure out how to structure platform teams