Reason #17 why PM is different at Megacorps vs. Startups:
At a Megacorp, you want to avoid False Negative Products i.e. products you *should* have built, but did not.
At a Startup, you want to avoid False Positive Products i.e. products you should *not* have built, but you did.
Am I implying that PM at Megacorps is "worse" than PM at Startups?
Or that the Megacorps that try to avoid False Negative Products (FNPs) are wrong?
Or that Startups must move slower to avoid False Positive Products (FPPs)?
Not at all
There is no One Right Answer for everyone
When you are a Megacorp, it is smart & rational to avoid False Negative Products (FNP), particularly in an area which could be a meaningful threat to your core business further down the road.
Why?
The Upside-Downside framework answers that for us:
Includes:
Solve THE problem
3 types of product leaders
Levels of product work
Getting work done
“I don’t know”
Good people, bad managers
Customer segmentation
LinkedIn Envy
On communication
Important definitions
Life-changing books
& much more..
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A story that often plays out when we are not rigorous enough about the importance of the customer problem our product solves
It is important for you as a startup founder or CEO, product manager, or a product leader to deeply understand these types, as you make decisions on whom to hire or whom to work for.
Thread👇🏾
First, why it is important that we understand these types:
- for startup founders: so you can hire the right type of product leader
- for PM leaders: for self-awareness & combating imposter syndrome
- for PMs: to pick right type of manager & plan your own leadership journey