Escaping the Build Trap
Perri names the failure mode most product organisations are living in, and does not pretend a framework fixes it.
The build trap is measuring output because output is easy to count. Perri’s case is that this is structural rather than a matter of discipline: teams ship features because the organisation is set up to fund, reward and report on features.
The idea I took
The most useful chapter is the one on product roles, because it explains why a product owner holding a backlog with no authority over the problem is not doing product work. That distinction changed how I write role descriptions, and how I push back on requests that arrive already specified as a solution.
Where it stops
It is written for organisations that have already decided to change. It has less to say about the more common situation, which is making progress before anyone has agreed there is a problem.