It was a sweltering hot day and as we approached the theater, I saw the line of people extending down the steps onto the street, everyone waiting to get tickets and get into the air-conditioned lobby.

So, I did what any internet geek would do. I pulled out the iPhone, opened up the Fandango app, and bought my tickets while walking up to the theatre. There's even an option to show your tickets to the attendant on the iPhone screen – so I didn't even have to use the automated pick-up machine (of which there was only one operating, with another line extending out the door). The whole process took about 20 seconds because the app knew my location, suggested the Angelika, and showed the most recent show times for movies. A few clicks, and the receipt was emailed to me.

More businesses need to pick up on the efficiency and simplicity of this experience. For example, if I could walk around Whole Foods and use my iPhone to scan items into a virtual cart and schedule it for delivery at my convenience, I would do that — why make me cart it and wait in line? (That said, I could also just use FreshDirect and stay at home). It makes me think that Best Products was in some ways ahead of its time – if only we had smartphones while we browsed the catalog or walked around the store creating our list to give the cashier.

More likely, we'll see apps and processes like this extend to places like zoos, amusement parks, sporting events and concerts. It'll get really interesting when it makes it as far as buying or renting a car (Zipcar has a huge advantage here), renting hotels or taking flights, or making other large purchases.

The commonality in all of this: taking non-critical steps off the critical path. It improves the experience, accelerates the process, and increases efficiency.

There is a point in time in the evolution of a company where it requires more meetings to get things done. Or so we are led to believe. But I'd like to challenge that and here's why:

Last week, I spent 8.5 hrs in recurring weekly meetings. Five of those hours were in 'status' meetings, where we all sit around and tell each other what we have been doing. That's time where managers are taken away from strategy and developers are hands-off-keyboard. The business is not moving forward.

My weekly breakdown of hours spent in meetings (from last week):

• Monday – 6
• Tuesday – 4
• Wednesday – 3.5
• Thursday – 4.5
• Friday – 2

That's over 20 hrs spent in meetings, where 3-10 people sit around a table for a presentation, discussion, or update. It's painful and unproductive. Most people don't participate and are actually on their blackberry. Terrible. Let's get rid of it all.

But 'we need to know what's going on, and share best practices' you say. Bull$h!t. Send updates by email and create a culture where people read and respect the status emails. Hold best practice sessions over lunch. Get comfortable with fast-format 10 or 15 minute meetings with singular and specific purpose.

If a meeting has to happen, follow the Scrum format where it is scheduled for 15 minutes, and everyone stands up. Round the horn once and done. Caterina Fake from Hunch (and Flickr) used to make people drink a 16oz glass of water at the beginning of a meeting (where everyone was standing), and as soon as someone needed a bio-break, the meeting was over. Get creative. More importantly, follow some rules. Marissa Mayer at Google has a few good ones. Those I use:

• Have an agenda and be prepared
• Keep time and segment longer meetings into sub-meetings
• Shut people up and table off-topics issues
• Be on time (still have trouble with this one…)

One question to ask yourself: Would my customers pay for this meeting? Would they want me spending thousands of dollars on status updates?

Others agree about The Death of American Productivity, Death by Meetings, and Killing Meetings.

Hopefully more companies can embrace the change and focus on delighting the customer, on delivering products and services, and keeping employees happy.

That said, in many teams, especially startups, a single person performs both of these functions. Which, long term, just doesn't work.

Product Management

• Product owners are key leaders of the team. They act as the direct link between 'the business' and 'the dev team.' Your product owner needs to be a team leader, excellent communicator, and incredibly detail oriented
• Responsible for product lifecycle development which becomes user stories, roadmap management, UI/UX coordination and oversight
• Develops how-things-work materials for internal use and discussion; evangelizes internally
• Owns product feature set, requirements, and delivery on them
• Focuses on minimum feature set, and negotiates to make sure the right features for the customer are delivered
• May also play a scrum-master type role, depending on your organization and its size

Product Marketing

• Writes the opportunity assessments; competitor analysis, ROI/NPV, market research, customer personas
• Influences product feature set and requirements for product; evangelizes the products externally
• Translates the features into sellable value propositions for sales. Communicates the technology in real terms; writes white papers, hot sheets, sales materials
• Runs outbound product related strategy (separate from corporate marketing strategy); may lead viral and social marketing as pertains to specific products
• Writes a product blog and owns the product feedback loop; influences the roadmap with this information
• Sets rate card and determines pricing with Sales; runs business modelling for ROI assessment
• Develops training materials for sales and customers

When I met Marty Cagan from SVPG, he said it best: Product managers get your product onto the shelf. Product marketers get it off the shelf and into the hands of customers. (For more, check out an SVPG post on management vs marketing)

As organizations evolve, they deal with the differences between Product Management and Product Marketing differently. Some keep the roles combined, some split them out. At some point, it becomes ideal to separate the roles, because the hiring profile and skill set is unique. The deliverables and motivations are different.

• The Axis of the Obsessed and Deranged [NYTimes]
• Have We Reached Peak Tuna? [Good]
• Urban Resilience [Seed]
• Biz Stone is Totally Tweeting This [Mother Jones]
• Infographic: Google's Cash and Culture [Fast Company]

After I found those articles, I got side-tracked and thought I'd share this week's five cool houses:

• The Cooper Residence by Randy Weinstein
• The Goodman House by Preston Scott Cohen
• The Glenwood Residence by Wernerfield
• House 11 by Dane Richardson
• The Grasshopper Momo House