All related (7)
Lizzy Masotta
Senior Product Lead, Shopify | Formerly Salesforce, Google, Nest, Cisco SystemsMarch 28

I love this question. Through my work at both Salesforce and Shopify this is something that comes up regularly because of our platform and healthy partner ecosystem. 

  1. Do the majority of my users need this?
  2. Are there problems with the partner meeting the needs of users today?
  3. Do we have the expertise and staffing to build this?
  4. Would building this natively unlock new value, new opportunity or a new market?

If the answers to questions 1-3 are yes, then it warrants a discussion with your team. The key question that decides the outcome here is #4. 

Is it worthwhile for you to invest time and resources into building this thing? Does it unlock new value or strategic advantage that you do not have by offering this through a partner?

Kara Gillis
Sr. Director of Product Management, Splunk
While it is important to care about your competitors to understand your own market position, DO NOT MAKE THEM THE FOCUS. What should be your focus? Your customers. Their problems. Their needs, their asks, their feedback.  Think of your roadmap like a budget of your resources, the way you would a household budget. Break down the budget by importance.  For a product that has been out in the market a bit, I break down my ideal roadmap budget into the following percentages: 50% feature enhancements 20% net new features 15% compliance/security improvements 15% tech debt improvemen...
Wade G. Morgan
Product Strategy & Operations Lead, Airtable
For us, product strategy stems from company strategy, so it's first important to have a firm grasp on where the company strategy is headed holistacally, and why. Additionally, we serve as a partner function for the entire ProdDev org, so rather than owning a specific segment of the product, we're responsible for helping the company zoom out a bit to identify key areas that could make sense to invest in.  As a result, when working with our exec team it's critical to understand both the company strategy & priorities, functional strategy & priorities, as well as the audience we're communicati...
Sandeep Rajan
Product Lead, Member Experience, Patreon
First, define "right" by establishing clear goals – is it product-market fit? Is it growing an existing product to a certain milestone? These will help you determine the right form of validation to apply to each stage.  For products that haven't yet achieved market fit, early & rapid customer feedback cycles are the best form of validation I've seen – push your target users to tell you over & over again in surveys & interviews that what you're building is something they must have, ideally by getting them to sign up or even pay you before you've even built it.  Once you have a clear sense ...
Lizzy Masotta
Senior Product Lead, Shopify | Formerly Salesforce, Google, Nest, Cisco Systems
It’s important to know your competition, but it’s equally important not to obsess over what they’re doing at a feature level. You should never aim for a feature vs. feature battle with competitors. The focus, instead, should be on the problems you’re solving for your users and what’s most important to them. In order to have productive conversations with your team around where to focus, ensure you are aligned on answers to these questions: 1. Who are we targeting? What segment, industry, persona? 2. What do they care about? 3. What are they doing / using today? 4. What are their bigg...
Bhaskar Krishnan
Product Leadership, Meta | Formerly Stripe, Flipkart, Yahoo
* Hybrid products are exponentially harder to build than pure software products. Software can be updated via the cloud, at any time and with any frequency but hardware cannot * The form factor, the physical functionality, etc of a hybrid product need way more thought, user testing and context than the software. For instance, the physical components of the Tesla 3, the sensors, cameras, etc are paramount compared to the Maps, Apple Carplay integration or self-driving updates that can be done through the cloud  * Context, background and living with the problem are the key...
Sriram Iyer
GM / Head of Products and Partnerships, Adobe DVA, Adobe | Formerly Salesforce, Deloitte
Metrics are absolutely necessary when building your vision board. As you think of metrics, think of what will really define success? And how will we as a team measure success? Here are a few examples of key questions teams try to answer as they think of crafting metrics for their vision canvas -  1. What KPIs will you use to define success? 2. What are your product goals and outcomes? 3. What are your quality goals and outcomes? (Performance and Stability goals for example) 4. How will you measure progress toward these goals? 5. How will you communicate progress towards these goals? ...