1/ talking to a friend this morning who went from consumer product gal > enterprise founder about why "consumer-grade product" is a concept
2/ as an enterprise product person, this kind of offends me. but! there is a grain (maybe an entire bag) of truth in this criticism. I've given entire presentations about why is enterprise product overall not as strong on usability (and why that's a huge opportunity)
3/ one reason that must be recognized -- many workflows in the enterprise are simply more complex. the physics of the job-to-be-done. you can't get around this
4/ but most enterprise "product jobs" could be much better done! no one ever sets out to build a complicated and clunky user experience -- but many get there with 1000 cuts: a long series of decisions prioritizing "enterprise" and fringe power user use cases vs. new/core users
5/ the products for bottoms-up/freemium companies are often able to better sustain the discipline of user-friendly design, because they have the end-user buyer/smb base that balances out the demands of the "enterprise"
6/ if you're building a b2b product today -- ask yourself -- how much of my resource is devoted to building more complexity/features, vs. continually reducing complexity/increasing feature adoption? A common mistake I see in companies is being hugely overweight to the former
7/ a significant part of b2b product management in 2020 is figuring out how to toe the line between enterprise "need to haves" and end-user or SMB/MM "love to haves"
8/ I'm personally inspired when companies can build something users love and can adopt - so much that they will champion to the enterprise "buyer" (smart companies then follow up on/amplify that user love with the sales assist)
9/ let's build more "business-grade products" with incredibly intuitive and simple user experience. it's ambitious, for these complex jobs-to-be-done, but it's also a worthy cause. we (hopefully) spent more time working than we do on Netflix and Instagram
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1/6 Entrepreneurs who invest in prescriptive onboarding and community very early are more likely to succeed
2/6 High quality onboarding recognizes that trying something new is a cost to the customer, and part of your product must be to reduce that cost and make it worthwhile
Onboarding is product marketing for the self-serve generation of software
3/6 It forces thinking about what is *success* for your user - guiding them along a path, VS. handing them a hammer
1/ Why do *truly great* engineering/product teams from bigger tech companies often fail? One reason: they fail at sequencing product investment for 0-1 startups. Thread👇
2/ In a big company, you often lean into your advantages -- integration with a suite, enterprise-grade product (for SaaS), ability to do professional services, supporting many use cases with a customer that already trusts you, etc.
3/ The right strategy in a startup is not to chase these same advantages, but to try and skirt around them. You will have to win differently.
1/ If it’s not glaringly obvious your company has product-market fit yet, with customers pulling the product from you, it very likely doesn’t.
2/ One of the most common mistakes is for companies to try and grow ARR, customer count, or “top of funnel” before the product is compelling and retaining. They’re pouring fuel on a leaky and inefficient engine.
3/ It’s hard and scary to admit that a product doesn’t have product-market fit yet. It’s much easier to focus on all the second-order issues. But nothing else matters until you have that (and of course, the initial product team to deliver it).
1/ If there’s ever been a demonstration of the enterprise technology hype cycle in action, the #RPA market in ‘18-‘19 is it.
2/ Don’t get me wrong, there is clearly underlying business demand to quickly automate repetitive, heavy manual work in and across existing software.
3/ An order-to-cash process that involves 130 steps/variations across email, 90’s era, deeply custom SAP and mainframe software, spreadsheets, and a legacy web portal or two, glued together by humans OR by RPA is probably not the best way forward.
1/ Glorification of high private market valuations for startups is a plague. A “billion dollar company” isn’t guaranteed to be one just because one firm said it is. It may not even be a going concern. Exhibit A - WeWork.
2/ Potential startup employees take notice - a big private price just means your options are expensive, and worth less to you. A big mission you’re excited to be on, customer value, a leader, culture, team and board you are inspired to join. Those are the fundamentals.
3/ For later stage companies, capital efficient user adoption, revenue growth, category leadership and a business model that makes sense.