• The best tech products can still lose in the marketplace. Why? They are beaten by stronger product marketing.
• Everything you need to know about product marketing, which is widely misunderstood
• Validating key business assumptions with the help of MVP prototype
• How to ensure sustainable business development: the sticky engine of growth, the viral engine of growth, and the paid engine of growth
• Everything you need to know about creating great products in one book
• Business Model, Value Proposition, MVP, Product-Market Fit, Product Discovery, Prototypes, Great UX, Key Metrics, and more
• How to use your product as the main vehicle to acquire, activate, and retain customers
• Customer outcomes and why they don't give a damn about your product features
• Select only one OKR. Their goal is to create focus on what's not urgent yet critical for the long-term growth of the business (strategy)
• Do not incentivize OKRs
• We can't deactivate our biases and wishful thinking, but we can counteract them with the right discipline
• You can overcome short-term emotion by attaining distance
A few controversial things I believe about PM and growth:
1) Customer outcomes over business metrics
Pursuing only business results is a silly goal.
Because users are too often forgotten.
Customer outcomes are a better pursuit in the long term: 🧵
• Delighted customers impact your business > $$$
• Happy customers stay with you longer > lower churn
• They can't stop talking about the product they love > growth
Contrary to popular belief, OKRs are not "the most important" tasks.
Their goal is to create focus on what's not urgent yet critical for the long-term growth of the business (strategy). You should select only one OKR. You can sequence them if needed.
Take the MVP test results as proof and execute your plan in a waterfall style. Without regular inspection and adaptation, your plan will fall apart like a house of cards.
Shot to the moon.
2. Agile
Pick an Agile framework like Scrum. Start without validating your business model. Came up with ideas and deliver them in iterations.
Most ideas are not going to work. And your product probably never had a chance to achieve the Product-Market fit.
1. Stakeholders decide on the high-level roadmap 2. PM refines the details and creates User Stories ("WHAT") 3. Work is waterfalled to the DEVs, who only decide "HOW" 4. Designer tries to make it prettier. It's like lipsticking a pig
You know what I think? Waterfall and stage gates. Even if you use an Agile framework, don't lie to yourself. That's a project mindset.
Working with individuals is not enough. To achieve great outcomes, you need to work with the entire team. Eliminate internal competition, egos, and conflicts. Make sure everyone is aligned around shared values and goals.
2. Leadership can only be earned
Your top priority is coaching people and helping them grow. Listen and pay attention. Carry about their well-being and support them when they need it.
"If 'you're a great manager, your people will make you a leader. They acclaim that, not you"