ibrahim Profile picture
Mar 9 15 tweets 3 min read
we all suffer from imposter syndrome at work - one of the biggest instances for me when switching into PM was product vision

a 🧵on “instincts”
I had a hard time keeping up with folks who would just rapid-fire toss out product ideas and debate pros/cons in a brainstorming session.
I had a hard time keeping up with folks who would just rapid-fire toss out product ideas and debate pros/cons in a brainstorming session. (I much prefer to spend some time forming my thoughts, writing them down, and iterating on my point of view vs jumping in off-the-cuff.
The biggest learning for me on this front has been realizing that folks with "instincts" are just keen observers of user behavior + business drivers + market trends
and that is a skill that can be acquired Image
User Behavior

I’ve shared before that products are workflows, and the biggest reason to observe and absorb user behavior is to comprehend the workflow as it exists (vs how your product would like it to exist)
Some techniques for wrapping your head around user behavior:

•use the product!
•watch users use the product live / recorded (qual)
•analyze user behavior with data science lens (quant)
•read feature requests
Business Drivers

Software purchases are not solely determined by user behavior - much of buyer motivation comes from trying to solve business problems and drive outcomes. The
The best way I’ve found to understand purchase behavior is to talk to the folks involved in the sales / success cycle.

•talk to customers
•talk to prospects
•talk to GTM folks who interact with customers (sales, success, consulting)
Market Trends

The hardest part of crafting a product vision is pinning down what emerging trends are here to stay vs flash-in-the-pan.
I find blending long-term forecasts with short-term results is a good method for separating signal from noise.

•read analyst reports
•read win / loss reports
•read churn forecasts
•read your competition's messaging
If you're trying to hone your product judgement, I recommend you just do ANY 1 of the above activities for 30 minutes a day, and you'd be surprised where you are in a week, a month, a quarter, a year.
If you enjoyed this 🧵, follow me @ibscribe (same handle, different content on Instagram)
you can also subscribe to my newsletter (it’s free!)

runthebusiness.substack.com
And, I’m teaching a class where we’ll cover this and other advanced topics for PMs in B2B SaaS

scholarsite.io/pages/multi-pr…

• • •

Missing some Tweet in this thread? You can try to force a refresh
 

Keep Current with ibrahim

ibrahim Profile picture

Stay in touch and get notified when new unrolls are available from this author!

Read all threads

This Thread may be Removed Anytime!

PDF

Twitter may remove this content at anytime! Save it as PDF for later use!

Try unrolling a thread yourself!

how to unroll video
  1. Follow @ThreadReaderApp to mention us!

  2. From a Twitter thread mention us with a keyword "unroll"
@threadreaderapp unroll

Practice here first or read more on our help page!

More from @ibscribe

Mar 11
I was the PM on point for the launch of the original @AmazonKindle Fire tablet a decade ago, and today I want to share one of the many war stories I collected from that experience

a 🧵on how Amazon leverages compound interest in decision making
First, let us hear from famous ex-Amazonian Albert Einstein:

“Compound interest is the 8th wonder of the world. He who understands it, earns it; he who doesn't, pays it.”
There are 2 takeaways from this, product-wise:

1/ you can layer product choices over time to compound value

2/ you can exacerbate product debt over time by carrying it
Read 34 tweets
Mar 10
Strategy is the glue that keeps teams oriented - so any systemic practices designed to prevent organizational drift have to lean on strategy as the foundation.

But what makes one strategy better or worse than another in terms of keeping oriented?

The answer is coherence. 🧵
What I mean by coherence is that the strategy clicks for an organization, like all the puzzle pieces coming together; conversely, an incoherent strategy has one or more aspects due to which it doesn’t quite fit.
There are 4 dimensions of coherence:

1/ legibility
2/ synchronicity
3/ composability
4/ affordability
Read 22 tweets
Mar 10
Multi-product strategy is something I spend a lot of time thinking about, both for the day job and via my various side hustles.

but it’s something where I’ve seen many PMs get into trouble

a 🧵 about Add-On Features vs New Product Lines
one of the clearest articulations of how to think about additional products is this diagram from @reforge Image
A couple of quick takeaways from the visual:

•one key reason to add surface area to your product is to expand product-market fit (PMF)

•the 3 ways to expand PMF are (a) same product, new market (b) new product, same market, or (c) some combination of (a) and (b)
Read 23 tweets
Mar 8
A few years ago, my team explained the “Bozone Layer”

tl;dr it's when execs pontificate vs empower

it’s my professional nightmare to end up there, so I wrote a piece to keep myself honest

I think this might be the first-ever satirical essay 🧵

(read it aloud for max effect)
Savior Syndrome
Hey! I'm your savior!
Read 40 tweets
Mar 6
the most important (and most neglected) part of the hiring experience is...onboarding!

yes, the hiring process ends not with an offer accept, but with the actual onboarding of the new hire

🧵on the most important artifacts to onboard a B2B PM
customer journey map

the repeatable playbook for how an account lands / expands and the GTM + product milestones on that path
customer maturity model

a bucketing of the account base along clear lines of “readiness” for different parts of the product portfolio
Read 16 tweets
Mar 5
I’ve been doing a lot of interviews lately (hiring PMs for my team), and all the phone screens reminded of how much I enjoy a good back and forth. I’m especially a fan of open-ended, multi-layered, tangent-spawning questions that can fill up the allotted time. 🧵
here are some examples, along with the why? behind each of them
1/ “walk me through an instance of you disagreeing and committing with an executive or peer on what direction to take your product in”
Read 15 tweets

Did Thread Reader help you today?

Support us! We are indie developers!


This site is made by just two indie developers on a laptop doing marketing, support and development! Read more about the story.

Become a Premium Member ($3/month or $30/year) and get exclusive features!

Become Premium

Don't want to be a Premium member but still want to support us?

Make a small donation by buying us coffee ($5) or help with server cost ($10)

Donate via Paypal

Or Donate anonymously using crypto!

Ethereum

0xfe58350B80634f60Fa6Dc149a72b4DFbc17D341E copy

Bitcoin

3ATGMxNzCUFzxpMCHL5sWSt4DVtS8UqXpi copy

Thank you for your support!

Follow Us on Twitter!

:(