Catherine Bassett

The best way to get better is framing and articulation is to understand what works best for your organization based on lifecycle stage, market type and product type. You may want to try framing using a few different types of strategies to see what fits best. The most popular frameworks are: 1. Lean Product Management: This framework emphasizes the importance of iterating quickly and frequently, using customer feedback to inform decisions, and minimizing waste in the product development process. It encourages product managers to start with a minimum viable product (MVP) and gradually build on it based on customer feedback. 2. Design Thinking: This framework prioritizes empathy for the user, with a focus on understanding their needs, motivations, and pain points. It involves a process of ideation, prototyping, and testing to develop products that meet user needs and provide a great user experience. 3. Jobs to be Done: This framework is centered around understanding the underlying needs and motivations of users. It involves identifying the “jobs” that users are trying to accomplish, and designing products that meet those needs in the most effective way possible. 4. Product-Led Growth: This framework is focused on using the product itself as the primary driver of growth. It involves building products that are intuitive, easy to use, and provide clear value to users, with a focus on viral growth and customer acquisition through word-of-mouth. Ultimately, the best framework for articulating product vision and strategy will depend on the specific needs and goals of your organization, as well as the preferences and skills of your team. It may be helpful to experiment with different frameworks and adapt them to your specific context over time.

What most customer success managers get wrong in my experience is not using the right data or framing the story specifically to the needs of the C-Suite. If you're looking for investment, make sure they understand fully what the investment is and how it will benefit the company and customers. However, don't overwhelm them with data, keep it to what is important to them. 1. Make sure you have a full review of all of your key data points and be ready to answer follow up questions. Data makes decisions - especially when investment is involved. 2. Make sure you know exactly what the most important metrics are to the C-level - North star? KPIs? Revenue? LTV? Focus on impacts to those. Don't show them everything, they'll just tune out. 3. Try using stakeholder personas - do a persona for each exec - what matters for them, how do they like to receive information. Shape your story telling to those personas.