Growth Product Management

Ideally, you design experiments in a way that seek to answer a question regardless of the result. For example, "do users not adopt this feature because of discoverability or usability?" is a great que

 If the experiment results were flat or if the new variation performed worse, I would suggest three steps in deciding how to pivot Confirm it failed.  Dig into the data Get user / qualitiative feedba

This is a tricky question. Lots of program managers struggle with prioritization and impact analysis. They also struggle to get alignment on the prioritization across among the stakeholders. Some of t

Avoid artificial growth! A good growth PM or a good PM, in general, will only look for sustainable growth opportunities. There was this one time at Yahoo when a bad growth PM said to me, "let's grow v

The number one thing first time growth PMs get wrong is only focusing on wins and not involving their team. When creating a Growth squad, your number one enemy isn't not making the number bigger, it's

The key mistake new PMs make is focusing on delivering over impact.  It is inevitable that PMs hit a point where the backlog runs dry. The instinct in this moment is to panic to get something ready f

A traditional product manager is responsible for a specific set of features and functionalities in an application. They focus on building the functionality with great UX. A Growth Product manager look

Great question.  One important piece of knowledge is that EVERY PM is responsible for having a growth mindset. Growth PMs are NOT the only PMs responsible for growth.  Growth PMs are defined differen

I've wrestled with this over the course of ten years now. I used to think Growth PMs and Core PMs should just be one in the same and every Core PM should be able to do Growth work. However, I don't re

The skill sets for growth and non-growth PMs are about 85% overlapped. The key differentiator is analytical sense. While all PMs need to ensure the team is focused on driving customer and business imp

The roadmap process is no different from any other product manager. They work closely with marketing, engineering, design, and data science to create the roadmap. There are sprints & prioritizatio

Focus Area > Problem > Hypothesis First, the focus area for the team must be defined. This starts by mapping out the possible areas the team could focus. My recommendation is to assess the oppo

These 3 principles are presented in rank order, because each one only matters if the ones above it are following Empowerment - Everyone on the team feels ownership, understanding the problem space an

By far the best material you could read to learn about PLG has nothing to do with PLG. PLG is based off of the Scientific Method you learned in grade school. Go back and reread the fundamentals of how

Growth product teams are primarily responsible for incremental revenue in consumer applications. They are also accountable for internal metrics that directly correlate to revenue. Examples would be en

Personally, I've always used pirate metrics. Acquisition - Getting the user to sign up Activation - Getting the signed up user to realize the value of the product Revenue - Getting the user to pay fo

The areas I index the most when hiring someone: Partial - Do they fall in love with their own ideas? If so, then I don't believe they will be a strong Growth PM. Given so many experiments fail, you w

If you're trying to measure the results of an experiment, assuming they're under a binomial distribution, you just need the numerator and denominator (people exposed to the experiment) for the control

I mentally use the ICE (Impact, Confidence, Ease) framework when prioritizing experiments. Impact = How many people does this affect? Confidence = How sure are you that this will work? Ease = How easy