When building a product, remember not all of your users are experts in the domain, but that opens up a golden opportunity for you /1🧵
It’s important to gauge the level of competence in the domain with the users, especially if you’re an expert in the area /2
People buy products because it fulfills a job-to-be-done, but that doesn’t mean everyone knows *how* to do that job. /3
So if you’re designing it that way *you* want to use it - highly customizable and all the bells and whistles - this is probably at odds with a huge portion of your users looking for expert guidance and quick start to getting value. /4
You’re designing for “expert mode” and there’s probably a portion of people who want that. But they’re not in the product exposed to it as much as you are. /5
When you bake your expertise into the product, instead of assuming the user is an expert, now it becomes 100x valuable. /6
Get people set up quickly, guide them with your expertise, and show them value immediately. Let them customize from there.
I find it funny how many people are asking me what the alternative to SAFe is, like there aren’t thousands of successful companies out there building products without it…
Those who are asking this don’t want to hear the truth, and the truth is context matters for what you implement for each company. So there’s no “one framework to rule them all”. It’s incredibly hard work to set this up in companies BUT there are principles which remain constant.
And that was the point of @cagan’s talk and what I talk about in the Build Trap, etc.
So no, I can’t give you a pretty little diagram where everyone has a box and it defines specifically what to do. I honestly wish I could!
Five things I wish I could go back and tell myself when I was starting in #prodmgmt 🧵/1
You don't have to come up with all the ideas. Ideas can come from anywhere. It's your job to make sure they are the right ideas for the business and the customer /2
Check your ego. While being confident when communicating is important as a Product Manager, you do not want to be perceived as an asshole. #prodmgmt is about influence, not authority. /3
1. Focusing too much on processes and ignoring the roadmap.
While you have to implement the process and structure for the organization, remember you're also the person responsible for vision and direction. You need to balance working on both of these things.
2. Blaming others
"I can't do this because the CXO won't let me." You're now a leader, it's up to you to usher things through. You shouldn't be asking permission of the other leaders, you should be working with them.
No one is coming to save you. You got to take initiative.
Ah airport layovers, time for a thread that keeps coming up.
How do I convince my executives to change/ do things I’d like them to do as good #prodmgmt. Here’s my tips. 🧵 /1
The thing I see people do most often that doesn’t work is not taking the time to understand how other people are being judged for success and what matters to them.
You have to learn to put your proposal in terms that will help the other person. /2
For example, say you have a problem with the Head of Sales. How are they judged for success?
Bookings, new sales, new logos, revenue growth.
Their comp is tied to it. How do you think they feel when you say you need to deprioritize something that they *think* will make $$? /3
Sigh, I’m new to the gluten free and cow dairy free diet (health reasons, not by choice) and it is really sad to see the available options on the road. So many dishes on @SingaporeAir are sooo close to being there, but they just give you boiled chicken instead.
It really stands out when companies make an effort to find good food that meets dietary restrictions. @innoarchitects did an amazing job at our workshop - paella, short ribs and chickpeas for me, and dumplings for other people. It was the best conf food I’ve had yet.
I am lucky that I am not like my sister who needs an epi pen if gluten even touches her food, but these past 2 months that I’ve known about my intolerances have been really eye opening for people struggling with dietary issues.
One thing we don't talk about enough in #productmgmt is how there is no ONE roadmap that rules them all. /1
I've found companies need at least 3:
1. Communicate progress of features towards product goals - Product Roadmap 2. Communicate progress of initiatives towards strategic intents - Portfolio Roadmap 3. Communicate to sales team what's coming - Sales Roadmap.
/2
Roadmaps as the end of the day are a communication tool. They need to be tailored to the audience.
I wouldn't show the detailed level of a Product Roadmap to a board in of a larger company. Too much information. This is where a lot of board meetings go south. /3