All related (7)
Sriram Iyer
GM / Head of Products and Partnerships, Adobe DVA, Adobe | Formerly Salesforce, DeloitteMay 3
Yes. At some point, you want to have a set of key workflows and key personas nailed as a part of the vision canvas. And using low code or UX mocks etc. - you want to test the validity of the hypothesis to the next granular level. Always be testing, always be validating, always be pivoting and making small tweaks to your plan based on the feedback and data you receive.
Kara Gillis
Sr. Director of Product Management, Splunk
While I don't use an existing framework specifically for product differentiation, I do use a variety of inputs to determine what lever to pull or what decision to make. These inputs can be found in the answer to the question, "What are the most important inputs to take into consideration when thinking through product differentiation?" Other frameworks I do use:  1. Geoffrey Moore's Positioning Statement Template in his book, Crossing the Chasm: "For (target customer) who (statement of the need or opportunity), the (product name) is a (product category) that (statement of key be...
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
If your execs are pushing your product in a different direction from your customer & market input, try to understand why that is. They may be trying to pivot the business, or they may have a vision for where the market is going that doesn't quite map to where the market currently is. Or there may be a miscommunication or misunderstanding about what the market needs.  In each case, do your best to figure out why you're pointed in different directions, and drive alignment on those inputs so that the product strategy can be grounded in a set of hypotheses everyone is committed to testing even...
Lizzy Masotta
Senior Product Lead, Shopify | Formerly Salesforce, Google, Nest, Cisco Systems
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 ...
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...