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1 May, 23 tweets, 7 min read
🗓️Recap of April 2021 content

Includes:
- A template for pre-mortems
- How product creativity dies
- False Positive Products
- Being more strategic
- B2B strategy primer
- Personal growth inhibitors
- Work stress
- Curated lists
- Internal roles
- Using logic
& much more....

👇🏾
A template that you can copy to run an effective (and fun) pre-mortem with your team for your upcoming launch (created via a collab with @coda_hq)
The hardest part of product creativity is not the ideation. It is the negotiation necessary to get the folks who are fixated on logic & math to appreciate the value of product creativity.
Useful to understand this key difference between building products at a Megacorp vs. at a Startup
Most people will at some point get feedback that they need to be “less tactical and more strategic”. More often than not, the feedback giver offers no guidance on how you can *actually* do that. This tweet provides some pointers:
I find that very few product teams are at high maturity w.r.t. their strategic rigor & cohesion
A short primer on B2B strategy:
Consumer product mgmt is very difficult
A thread dissecting the stories, beliefs, and defaults that inhibit our personal growth:
A list of curated lists, useful for CTOs, eng managers, staff engineers, product managers, designers, general managers, etc.
When looking for an internal role at your company, consider these factors:
“Scope hoarding” in a fast-growth company is counter-productive for the company and for the hoarder
B2B products often die because of these things, not because of direct competitors
Using logic to get to greater wisdom
Useful idea: a Work Stress Journal
Good Product Managers, Great Product Managers – 1 year anniversary
6 anti-patterns of product leaders:
5 types of products (there is no “one right type”):
Common & costly beliefs (they apply to joining companies, and to buying the right stocks & holding them):
Last one for this recap:

You are not really feature complete if you haven’t instrumented the product for usage metrics
I thought this was interesting:
Twitter Analytics tells me that I wrote a total of 237 tweets & replies in Apr 2021. That’s the least number of tweets in any single month over the past 12 months.

LMK if the volume of tweets in April *felt* just right, too high, or too low.
If you've reviewed most of this content, would you kindly take a survey? (just 1 required question & 2 optional)

It would help me immensely to get your feedback.

Head over to SurveyMonkey for a super-quick survey:
surveymonkey.com/r/856N5FH

(takes <2 min)

Thank you very much
🙏🏾
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More from @shreyas

Shreyas Doshi Profile picture
23 Apr
Product leader anti-patterns (and resulting problems)👇🏾
First, a quick recap:

3 types of product leaders
The Operator
The Craftsperson
The Visionary

Think of them as hats rather than types, if you wish.

Product leaders can (and do) wear multiple hats.

But most usually have a primary or preferred hat.

Ref:
Note: There is no "one right" type or hat. Context matters most here.

It's useful to know these anti-patterns so we can spot them in ourselves, in the leaders we might hire or manage, in the leaders we might work for.

Can't fix what we don't see.

With that, the anti-patterns👇🏾
Read 12 tweets
Shreyas Doshi Profile picture
19 Apr
Short thread on the strategy questions you need to answer for B2B products:

(a strategy primer in 10 tweets)
Your B2B product strategy must rigorously answer these 3 questions:

1) What customer segments are we targeting?

2) What differentiation will we create for them?

3) How will we reach these customers?
It really is that simple.

No fancy frameworks or data deluge necessary.

But the answers to these questions do require deep insight into the market, org dynamics, buyer psychology, customer goals, tech evolution, and lots of creativity.

Rigorous strategy is not easy.
Read 15 tweets
Shreyas Doshi Profile picture
10 Apr
Five epiphanies and questions to logically tackle problem situations in business and life:
Before we get started:
These are based on my personal experience. I had these epiphanies at different points during my 20s & 30s i.e. an eternity ago🙂

Back then I was proud of my logical thinking, so I used logic to convert them into questions to ask myself in these situations.
Situation:
When I am feeling offended

Epiphany:
Feeling offended is a “me” problem, not a “them” problem

Questions to ponder:
If their words can spark so much inner disarray & disturbance within me, is the power with me or with them?

The effect:
Acceptance→Growth
More control
Read 9 tweets
Shreyas Doshi Profile picture
6 Apr
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:
Read 7 tweets
Shreyas Doshi Profile picture
5 Apr
Impediments to personal growth:

1) Thinking “I am very different!”

2) Fixating on Bezos, Musk, Gates

3) Requiring incontrovertible proof

4) Judging the source, not the idea

5) Wanting immediate improvement

6) Seeking just tactics, not principles

7) Learning to avoid doing
Read on for more details👇🏾
On #1, this is so good:
Read 12 tweets
Shreyas Doshi Profile picture
3 Apr
🗓️Recap of March 2021 content

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..

👇🏾
A story that often plays out when we are not rigorous enough about the importance of the customer problem our product solves
The 3 types / hats / modes of product leaders
Read 25 tweets

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