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Shreyas Doshi Profile picture
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3 Dec, 5 tweets, 2 min read
This is well said.

Exceptional product people understand it and use it in their work.
Also +1 this framing
Relevant framework (with examples, including Amazon, Netflix, YouTube)
Related product principle:
Good PMs / Great PMs on product vs. the customer experience

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More from @shreyas

Shreyas Doshi Profile picture
4 Dec
A surprisingly high % of stupid arguments & fights on Twitter are rooted in a tiny number of fairly obvious fallacies.

Stupid arguments & the fallacies that feed them, a thread:
Fallacy 1/

Just because it’s true that all squares are rectangles, you argued that all rectangles must be squares. (And you did it with so much swagger.)
Example of Fallacy 1

X says: Successful people aren’t afraid of hard work.

Y argues: That’s BS. I work 90 hours a week at Tech Co and am still stuck in this dead-end job.
Read 16 tweets
Shreyas Doshi Profile picture
3 Dec
Most interview frameworks (and most work environments in general) tend to favor the verbally charismatic.

Verbal charisma is IME the #1 reason that otherwise-smart companies hire leaders who end up being quite incompetent on the job (and get fired in 6-18 months).
Since a bunch of folks asked about ways to identify such cases during the interview process, here's a thread with archetypes & concrete ways to detect each one:
Besides this, one skill I've tried to build over the years is to separate the message as much as possible from the messenger.

This helps me evaluate the quality of what is said (most important) independently from how it is said (fairly important) & who says it (least important).
Read 5 tweets
Shreyas Doshi Profile picture
1 Dec
🗓️Recap of Nov 2020 content

Includes:

-The CEO Test
-Understanding orgs
-Leadership & Tao Te Ching
-3 types of Prod Mgrs
-the product & The Product
-Upside-Downside framework
-Top 10 cognitive biases
-Gorilla Taxes & Startups
-What we need in Prod Mgmt
& much more....

Thread👇🏾
Compromising with conviction by using the CEO Test
Product/ Organize / Self-promote: a framework for understanding companies & orgs, and our role in them
Read 26 tweets
Shreyas Doshi Profile picture
29 Nov
There comes a point in a company’s life when it becomes its own largest customer.

This is the crossover point in the 𝑥-pattern below.

Left side of 𝑥 is largely about Produce work. Right side largely Organize+Self-promote work.

Crossover is inevitable, but defer it if you can
Quick recap:

People do 3 types of work within companies.

Produce:
Creating artifacts to serve the company’s external stakeholders.

Organize:
Creating the necessary structures & processes for Produce work.

Self-promote:
Creating a proxy for their own competence & impact.
Startups are almost 100% about Produce work.

That’s why some people love working at startups.

Very large companies tend to require more Organize + Self-promote work from their PMs than Produce work.

Less than 20% Produce time is common for Group PMs in some large companies.
Read 5 tweets
Shreyas Doshi Profile picture
26 Nov
If you’re a Startup trying to compete with a Megacorp—the 800-pound Gorilla in the space—you need to understand the tax inherent to being a Gorilla

And then you need to make that tax work against the Gorilla—with your product's positioning & features

A thread on Gorilla taxes👇🏾
1/
 Collaboration Tax

Getting two or more product groups at a megacorp to collaborate on creating a seamless end user experience is the hardest problem in computer science.

(I am not joking)
Examples of Collaboration Tax:

Calendly exists because the Gmail team & Calendar team haven’t worked together on creating a more seamless experience for that use case.

Loom might succeed because the Gmail, Video, Meet teams at Google are probably too busy with their own goals.
Read 20 tweets
Shreyas Doshi Profile picture
23 Nov
Add these 10 biases to your product team's shared vocabulary

1–Confirmation Bias
2–Fundamental Attribution Error
3–Availability Heuristic
4–Plan Continuation Bias
5–Law of Triviality
6–Curse of Knowledge
7–Law of the Instrument
8–OutcomeBias
9–Bandwagon Effect
10–Bias Blind Spot
The benefits of deeply understanding these biases & creating psychological safety for surfacing them:
- Better product decisions
- Better execution
- Happier teams

Learn more about them here:
en.wikipedia.org/wiki/List_of_c…
Descriptions, along with product team-specific examples of each of these biases👇🏾
Read 13 tweets

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