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Shreyas Doshi Profile picture
@shreyas
Oct 3, 2020 • 7 tweets • 2 min read • Read on X
As a product person, almost nothing can match the fun of working on a B2B Product at a Product-Focused Company

B2B ⇒ Much higher likelihood of success than Consumer

Product-Focused ⇒ Everyone cares deeply about user experience ⇒ You get to build a product you can be proud of
At Product-Focused Companies:

-Strategy matters
-Product quality is vital
-Good design is table-stakes
-Long-term thinking is encouraged
-Org is designed to build great product
-Decisions are rigorous, customer-focused
-End-to-end customer experience is viewed as “the product”
At Product-Focused Companies, the entire fabric of the organization is optimized to help you create high quality products that solve meaningful customer problems.
As a Product Manager at such a company, you aren't the only one thinking about & obsessing over building a superb product & business.

All other functions are working in concert with you to make this a reality.

It truly makes the PM's job easier, in a very good way.
On the challenges with B2B products:
On the (much greater) challenges with Consumer products:
Note that Product-Focused doesn't mean PM-Focused or PM-Led or PM-Driven.

PM calling all the shots is not the goal.

See this thread for some dangers of PM-Driven companies:

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More from @shreyas

Shreyas Doshi Profile picture
Sep 3
Founder Mode, done right (thread): Image
Some ppl are surprised by the exuberance with which PG’s Founder Mode blog post has been received. There are many reasons for its strong resonance.

But the main one is that it introduces a catchy term for something that many founders & leaders have seen & experienced first-hand.
Here’s my prediction: a majority of founders & leaders who said to themselves this weekend “henceforth I am going to be in Founder Mode” are likely to mess it up.

That is not bad per se. They might still end up being in a better place than if they continued with Manager Mode.
Read 45 tweets
Shreyas Doshi Profile picture
Jun 27
Since time immemorial, when a CEO asks a PM at Product Review, “what do you need to 10X users/revenue?”, “what will make you go faster?”, etc

The PM steadfastly responds “We need [N] more engineers”. The Eng Mgr nods approvingly

A story thread, with some hard truths to swallow:


Image
Image
Image
Image
“More engineers” will usually *not* solve your problems.

Because the real problem is often a strategy problem, culture problem, interpersonal problem, trust problem, creativity problem, or market problem.

More engineers *will* solve your “I don’t have enough engineers” problem. Image
When you finally manage to get more eng headcount, things will usually get worse before they get better.

Management will now expect your team’s immediate output to be in proportion with this new headcount, not with your current staffing.

Not fair, but such is life in product 🤷🏽‍♂️Image
Read 23 tweets
Shreyas Doshi Profile picture
Mar 30, 2023
Product life in midsized & large companies starts making a lot more sense when you understand that a large % of middle & upper management thinks their main job is to (i) try & decipher what the CEO wants done (ii) align their org with it (iii) propose a plan that the CEO approves
This is instead of *often* telling the CEO what actually needs to be done, in a way that is grounded in (a) deep insight into customers & market (b) creative product & GTM solutions

Many in middle & upper management will of course blame incentives set by the company for this.
And they are not wrong. But it is worth evaluating how much of one’s career (and life) one wants to spend in aligning perfectly with incentives set by another party.

20% or 50% or 70% or 90% or 99% or 100%?

What is your answer?
Read 6 tweets
Shreyas Doshi Profile picture
Mar 7, 2023
Those who don’t understand the great value of instinct call it luck.
Useful to understand
Also useful to understand
Read 4 tweets
Shreyas Doshi Profile picture
Mar 3, 2023
Everything we create, everything we do, it all starts with our thinking

Clear thinking drastically improves odds of success in all departments of career & life

While clear thinking is quite rare, it can be developed with practice

Advanced principles for clear thinking:

(1/12)
1) Essence first. Not story. Not analogy

Most people get seduced by great analogies & exciting stories.

Clear thinkers don’t *form* their thinking via analogies. They identify the essence of the issue, in their specific context. Then, they use analogies as one of their inputs.
2) WAYRTTD

“What Are You _Really_ Trying To Do” is a simple but powerful tool to make you pause & identify your real goal

Most people move too quickly to How & When to do a given task. But the task isn’t the goal

Clear thinkers have built a habit of asking themselves WAYRTTD.
Read 19 tweets
Shreyas Doshi Profile picture
Feb 23, 2023
Apple Pie Position:
A statement that instantly elevates the person who is saying it and is simultaneously hard for anyone else to push back on, and so everyone avoids the personal risk and just nods “yes”, even though its actual value in this specific situation might be… twitter.com/i/web/status/1…
Okay, so now that you understand Apple Pie, here’s your crash course on dealing with Apple Pie:

1) The greatest thing about Apple Pie Positions is that you now have a name to assign to a complex behavior (and it is a cute name, which helps a lot). Once you share this idea with… twitter.com/i/web/status/1…
One other important thing:

Note that Apple Pie Positions are, by definition, specific to the context. This means that the same sentence can be either the right thing to focus on, or it can be an Apple Pie Position. The way you determine which is which is through good judgment.
Read 5 tweets

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