In my 20+ year career in product management for B2B enterprise companies, I have seen product managers at every level make a certain kind of mistake. It is so easy to make that I occasionally make it myself when I'm not careful. What is this mistake? It is to spend too much time on tasks and deliverables that are not core to the product function, which is to to determine and define products to be built. If you keep falling into this trap then ultimately you can't be effective at your job and your company won't sell compelling products. Your primary job as a product manager is to figure out what your market and customers need and make sure it gets built. If you aren't careful, you can spend all of your time performing tasks in support of products such as sales enablement, customer success, product marketing, and pre-sales. How Do You Know This Is Happening? It is easy to fall into this trap for many reasons. Here are a few scenarios that come to mind: Product Marketing ...
I've always wanted to create a "Hackintosh", i.e. a standard PC that runs OS X. My PC is over 5 years old so it was time for a refresh. I figured this was the best time to give the Hackintosh a go. Hardware CPU: Intel Quad Core i7 4790 3.6 Ghz Motherboard: GIGABYTE GA-Z97-HD3 Audio: ALC 887 Network: Realtek 8111F-VL Network Card: 4 Antennas 802.11ac WiFi BCM94360CD Wireless Network Card Graphics Card: nVidia 750 GTX Memory: Corsair Vengeance DDR3-1600 32 GB (4x8 GB) Hard Drive : Seagate ST3000DM001 3 TB SATA3 7200 rpm DVD: Samsung SH-224DB 24X BIOS Changes The first step was to change the BIOS settings to support OS X. Disabling VT-d is the only setting that is clearly required; the others are questionable but were done by others so I thought they were worth trying. F7 to load Optimized Defaults M.I.T. Advanced Frequency Settings Extreme Memory Profile (X.M.P.): Enabled Miscellaneous Settings ...