Common product take:
“Obviously, this is the only way you should do [XYZ], if you want your product or company to be successful” — incorrect IMO
Next most common take:
“No one knows what will work, so best to just try something, and iterate your way through it” — also incorrect
Correct take:
“For the most important issues, there exist a small number of viable ways (usually between 3 to 10). The real skill isn’t in the knowledge of what they are. Anyone can brute force knowledge. The real skill is in very accurately diagnosing your specific situation...
...to determine with high confidence which of these 3 to 10 ways is the optimal bet, knowing how to execute exquisitely on it, while dodging the inherent pitfalls of your bet, and creating the culture & discipline to actually make it all happen” — THIS is an extremely rare skill
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From scrolling on Twitter, one might conclude that it is a terrible idea to work at GAMMA (Google Apple Microsoft Meta Apple) companies & other tech megacorps.
While that might be true for some people, here are 7 good reasons why it is smart to consider working at a GAMMA corp:
1) Thinking Big
If you’re a person with High Agency, GAMMA corps will instill in you the habit of thinking big. Like, really big
I didn’t think much of this while I was at GAMMA corps, but once I left to go elsewhere, it was striking how rare this is at startups & midsized corps
What’s more, founders of the very best startups tend to be extremely ambitious themselves. And post-PMF, they often need to hire leaders who are neither afraid of thinking big nor get intimidated by 10X/100X goals. Working at a GAMMA corp is a fantastic way to build this muscle.
A company / org / team’s power dynamics, specifically the default influence of Product Management, provides the foundation for how PMs & PM leaders can work effectively with other functions (Design / Eng / Analytics / Sales / etc.)
A thread & framework to better understand this:
Note:
The observations here are just that—they are observations
They are not a wish for how the world ought to be, nor how you must run your team/org/company, nor a prescription of the One Right Way for every company.
Read this thread accordingly, and adapt it to your context.
From interviewing 100s of PMs, the top question I’ve gotten from PM candidates (besides “what makes PMs successful here?”) is some version of “so, who really runs this place? is this place PM-driven, eng-driven, sales-driven, or something else?” (often asked a bit indirectly)
Lack of time is a perpetual source of stress in the product manager’s journey.
No matter how well you’ve prioritized, no matter what milestone your product has just reached, there is a near-infinite list of really important things you could be doing that you just cannot do.
There are many well-known resources & principles for managing time: systems such as GTD, “managing your energy, not your time”, prioritization formulas, Eisenhower Matrix, etc.
These are no doubt useful, but for product managers, these systems leave a lot to be desired.
Why do companies with major resources & distribution make products that are mediocre & often fail to reach their potential?
There are a handful of reasons, many of which you already know. But there is one under-discussed reason: Operators Optimizing for Optics
Thread:
To understand this, let’s start with a story.
START OF STORY
Acme Inc has brilliant, visionary founders (Alice & Bob), amazing culture, has built a well-loved product, and thereby created a business much larger than the early people (including the founders) had ever imagined.
With this growth, they’ve had to hire a bunch of Operators: leaders who are skilled in scaling process, teams, operations, and overall execution. So far so good. As the business & the customer-base grows, it is a no-brainer for Acme to tackle adjacent areas of opportunity.
Some reflections since turning on Twitter’s Super Follows two weeks ago.
800+ superfans have joined 🙌🏾
Biggest benefit:
I am tweeting a lot more freely because I know I am speaking to superfans who understand what I am about. More advanced & nuanced content. Fewer unsent drafts
Biggest surprise:
The community aspect of Super Follows has been A+ thus far.
While not a primary goal, it was 1 of my hypotheses for doing Super Follows. And it has vast exceeded everyone’s expectations. I polled folks yesterday for feedback, and community was mentioned by most
Many super followers mentioned that they are now using Twitter more frequently & are replying/sharing a lot more freely with the community than they might in public, because of shared alignment.
One super follower said it best: people writing without fear of being misunderstood