All related (8)
Bhaskar Krishnan
Product Leadership, Meta | Formerly Stripe, Flipkart, YahooJune 7
  • Vision statements should be simple, describe the value and stand the test of time (atleast one or two market cycles)
  • Every product is built to solve a user/ people problem or help solve a pain-point. This should be the main focus when building a product vision and the most important questions are ‘Who is this product for’ and ‘What problem is it solving’?
  • Teams that answer the two questions above typically get their vision statement right and teams that focus on teh urgent, immediate or playing catch-up to competition (btoh real & perceived) usually do not
  • One of the best examples is is that of the iPhone vs Blackberry - the iPhone focused on solving real-consumer problems in accessing the internet & online content from your phone while the Blackberry foucssed on adding features for their Corporate customers 
  • The interesting sub-plot here is that Sony Ericsson & Nokia had smartphones that were much more capable than the iPhone when it launched and Sony Ericsson was a leader world-wide. But, they almost didn't have a Vision (or didn't seem to have one) and threw away their marketshare & lead by throwing features & specs at consumers that didn't help them in any manner 
  • This brings us to another critical point in Product Vision - Timing! Great products could be ideated years or decades before the Technology allows them to be! General Magic almost launched the first smartphone in early 90s, almost 20-years before the iPhone! Apple itself launched the first tablet in the early 90s (but killed it). This mix of market awareness, technology limitations or capablities, consumer willingness to pay, etc all matter when defining a Prodcut Vision

Tracy Montour
Head of Product Marketing, HiredScoreJuly 29

The product vision should reflect the needs of the customer, the current market, and the longterm strategy. I often see companies so myopically focused on their shortterm vision that they don't align with the market, the compeition, or customer needs and they lose product market fit. I find that it helps defining a broad vision for the year and then refocusing the roadmap quarterly to ensure the vision is still aligned to turbulent times. 

Kara Gillis
Sr. Director of Product Management, Splunk
There are several inputs I think about when considering product differentiation: 1. Specific target customer - There are many types of customers in a market. Who are you serving? Try to narrow your focus as far as you can to understand the specific problems faced by this customer to be as tailored to their needs as possible. Has a particular customer type been ignored or underserved in the market? If so, why? What value are they seeking but not able to find with existing products? 2. Specific value delivered - The inherent "why" customers use your product. Regardless of how many feature...
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
I encourage my teams to start by understanding their objectives, plans, assumptions & approach to risk management. We listen carefully and figure out where the gaps and opportunities lie and how impact & success is defined & measured.  Then, as we develop our strategies, we share early & often – at minimum at the key stages of defining what our product strategy might become: * Defining the customer problem & the opportunity size * Proposing the right solution & the necessary investment * Defining the go-to-market plan * Adjusting & iterating post-launch at our Mike Tyson Moment ("ever...
Lizzy Masotta
Senior Product Lead, 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 ...
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? ...