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Once a product reaches initial product-market fit, feature work creates and captures value by extending a product's functionality and market into incremental and adjacent areas. But there are some common core mistakes...
Shipping features is not the job. Once a feature is shipped, there are always follow on costs.
Maintenance costs, user costs, killing cost...
1. Distractions and thrashing
2. Product Complexity
3. Friction for Users
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- @ravi_mehta (Former Tinder, FB)
Growth product work creates and captures value by capturing more of the existing market. You are typically connecting customers to the value that already exists in the product, rather than creating new value.
1. Growth is not part of product's job.
2. Growth is just about more features
3. Growth is about ruthless optimization
1. Identify the constraints
2. Identify the method to solve those constraints
3. Experiment to understand if the method actually solves the constraint.
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Scaling is important because it ensures that the product team maintains the ability to ship new things across features, growth, and product-market fit expansion work.
1. Technical Scaling
2. Process Scaling
3. User Scaling
The hardest part about scaling work...
To continue to fuel growth of the organization, product-market fit needs to be expanded in a non-incremental way by expanding into adjacent products, markets, or both.
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@far33d and @onecaseman are putting together the @reforge Product Strategy program here -> reforge.com/product-strate…