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
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.
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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
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.
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”