All related (7)
Product Lead, Member Experience at Patreon
I generally believe product strategies should be evaluated more frequently the
earlier a product is in its lifecycle. A zero-to-one team I worked closely with
found the right pace to be testing a new direction & goals every month or so,
whereas a scaled team I led had sufficient visibility to establish a high-level
strategy that lasted well past a year.
At Patreon, we aim to set strategies & goals that cover 6 months or so for each
team. In tech, unless you're working on a platform or infra initiative that is
largely independent of evolution in user need, I'd generally recommend somewhere...more
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Sr. Director of Product Management at Splunk
This is a tale as old as time. There are many ways to approach this.
I have seen vendors heavily bid on the AdWords of their competitor names and
promote alternative solutions (trials or marketing content). I have seen vendors
who are challengers in mature markets create "Us vs. Them" web pages or blogs
that outline the differences (according to the vendor publishing the info) what
the major differences are. And, I have seen third-party research or analyst
evaluations heavily promoted that rank vendors according to specific criteria
(contracted by the vendor or annually conducted created...more
Product Strategy & Operations Lead at 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 ...more
Product Lead, Member Experience at 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.
Senior Product Lead at Shopify | Formerly Salesforce, Google, Nest, Cisco Systems
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 ...more
Product Leadership at 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...more
GM / Head of Products and Partnerships, Adobe DVA at 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...more