All related (9)
Lizzy Masotta
Senior Product Lead, Shopify | Formerly Salesforce, Google, Nest, Cisco SystemsMarch 28
A common mistake exec teams make is focusing on output and forgetting about outcomes. Product teams present roadmaps to execs and once they’ve shipped a thing, they tell them it’s complete and move onto the next. At the end of the day, it doesn’t matter what’s on your roadmap or what you’ve successfully shipped if you’re not moving the needle in the outcomes you care about. Questions to align on with your team to help you get there: 1. Do we have clearly defined desired outcomes for your team? 2. Do we have alignment on these outcomes with leadership / execs? 3. Do we have a way to ...
Kara Gillis
Sr. Director of Product Management, SplunkMay 31
I love this question. The answer is: it depends on the exec team and how they are motivated, whether they are answering to private investors or public shareholders, etc.  But - to put it simply - find someone on your exec staff who both 1) trusts you/your vision and sell them the vision and 2) is trusted by the rest of the executive team and can sell your vision or has the budget authority to invest. What do you need to sell it? A business case. I think of a business case as satisfying the inputs to the following equation:  "why should we do this" + "what do we need to do" + "how m...
Milena Krasteva
Sr Director II, Product Management, WalmartMarch 31
If your exec team has not articulated a credible product strategy it could be that they don't know how or they feel that they cannot invest at this time due to much bigger near term issues or constraints. Consider what that might be saying about the viability of the company either way, and a potential switch. If you are still compelled, one way is to try using the voice of the customer: ie compile direct feedback on where your customers want to see your company go to continue being customers and couple this with a competitive strategy comparison.
Kara Gillis
Sr. Director of Product Management, Splunk
Product differentiation != new features. New features can enhance differentiation, but these are not the same thing. For example, product differentiation can be predominantly delivered in the go-to-market if a product's "see-try-buy" motion is just inherently better than everything else available. The differentiation there is in the trial experience and ease of transaction - not necessarily in the latest feature.
Wade G. Morgan
Product Strategy & Operations Lead, Airtable
Love this question as well, and I'll approach it from a couple different perspectives. First, I'd acknowledge that some markets are so big or fast growing that multiple amazingly successful winners can emerge. As of today, Apple is worth $2.8T and Microsoft is worth $2.25T. While I'm sure both companies wouldn't mind adding their other's market share to their portfolio, I also think any reasonable person would consider both outcomes desireable. This example is not to say there's not need to play defense if a market is large or fast growing enough. Quite the opposite, both companies needed ...
Sandeep Rajan
Product Lead, Member Experience, Patreon
We leave it to each team to figure out what helps them balance flexibility with clarity to achieve their maximum speed of execution.  We do our best to have a common language around goals, strategy & measuring progress, but largely leave it to teams to figure out how best to build & ship given their own goals, strategies & roadmap. 
Lizzy Masotta
Senior Product Lead, Shopify | Formerly Salesforce, Google, Nest, Cisco Systems
The most common mistake is to not think about it at all. It can be so challenging to get a product built and shipped at your company that Product Managers naturally become very internally focused. They have dependencies to manage across other teams, they have timeline pressure from leadership, there are technical challenges to work around, etc. On top of it all, most Product Managers don’t engage their Product Marketing counterpart until they are almost done building the thing. This should be avoided at all costs – your Product Marketing partner is key in helping guide and shape creat...
Bhaskar Krishnan
Product Leadership, Meta | Formerly Stripe, Flipkart, Yahoo
* For any Product, the hierarcy, in terms of immediate to long-term is Execute -> Features -> Roadmap -> Strategy -> Vision * The focus for any product team should be to execute & launch and then working on the features & building on the roadmap from a bottoms-up perspective. They should also embark on a top-down appraoch of understanding the market landscape, the user problems they can solve profitably and setting the vision. The intersection of these approaches can take anywhere from a few weeks to a few months to a few years and depends on the stage of the firm, th...
Sriram Iyer
GM / Head of Products and Partnerships, Adobe DVA, Adobe | Formerly Salesforce, Deloitte
Pretty much the same stencil that I used to answer the previous question. If you are pivoting, I'd assume that one or more of these elements below have changed. So I'd use this framework to re-examine the sweet spot that you need to land on to be effective and win this next time around. Some elements to consider - 1. Market - Market landscape, gaps, and market opportunities. You want to work on an impactful problem area. Key Geos you will play in. etc. 2. Key vectors - I also like to play at the intersection of 2-3 key growth vectors - so I know directionally I am betting in the righ...