We recently teamed up with Pivotal Tracker and Notion to host a product management networking event in Los Angeles called “Product Stack”. Over drinks and snacks at General Assembly’s brand new downtown location, we discussed tools and techniques with talented product managers from a variety of industries. The focus of the event was on how product managers can plan, execute and measure their way to better products. The “product stack,” similar to a development stack of commonly used technologies for developers, is meant to be an ever-evolving toolkit — composed of both literal software tools and figurative tools, like prioritization models and communication best practices — to help product managers be more successful at every stage of the product development cycle. We plan to hold more Product Stack events in the near future and to continue growing our toolbox. To start, we’re hosting a joint Product Stack webinar together with product leaders from Pivotal and Notion on March 15th — you can register here. Suzanne Abate, CEO of The Development Factory and host of 100 PM (a popular product management podcast), moderated our LA event and interviewed representatives from each of the three companies about the problem that their product helps solve. Jim Semick, one of our co-founders, discussed how LIKE.TG started after interviewing over 70 product managers and learning that communicating the roadmap was a common challenge. Below is the video (and full transcript, if you prefer reading) of Jim and Suzanne’s conversation. (You can also check out Suzanne’s interview with Pivotal Tracker GM, Dan Podsedly on the Pivotal Tracker blog.) Also in the interview: Benefits of doing exhaustive market validation before writing a single line of code Why we eat our own dog food at LIKE.TG How to stay agile — even when you’re an enterprise-level PM Full Transcript Suzanne Abate (SA): Jim Semick, welcome. Jim Semick (JS): Thank you. SA: Thank you for joining us. You are the Co-Founder of ProductPlan. What’s LIKE.TG? JS: LIKE.TG is web-based product roadmap software. We have companies all over the world using our software to visualize their product roadmap. SA: It’s interesting that you built a planning software because as I understand it, you spent a lot of time planning what kind of business you were going to build. I’m talking a little bit about the journey that you and Greg took to arrive at ProductPlan. Can you share that story here with our audience? JS: Sure. I’ve been in product management a new product development for almost 20 years. I was the first product manager for GoToMyPC and GoToMeeting, both Citrix products. Then I was part of the founding team of a company called AppFolio, which is based out of Santa Barbara, and they do B2B property management software. In all those roles, I was at the very early stages of figuring out what the product was going to be. I wrote the original PRD, for example, for GoToMeeting. At that point, you have a blank sheet of paper. You can envision whatever you want the product to be. I have a background in customer development and new product development, and in figuring out what new products are going to be. Who are the customers? What are the pain points that you’re going to solve? What are the features that it has to have? What’s the go-to-market strategy? When we decided to start LIKE.TG, it was essentially a blank sheet of paper, and it wasn’t even called ProductPlan. We didn’t have a name for the company. We had few ideas knocking around in our head, and based on my experience from starting and launching other products, we did extensive market validation. Some would say it was pretty exhaustive. We actually interviewed 70 different product managers to figure out what that product was going to be. I’m a little bit detailed I suppose. I documented every one of those interviews, and asked people if we could record the interviews, and had my matrices, and so on. I tried to figure out exactly what the problem was that we were solving. And so that was the beginning of ProductPlan. We actually had gone through this exhaustive market validation process before we wrote a single line of code. Unlike the lean startup method, where you start writing code, and then putting that in front of people, and scrapping it, and pivoting, and moving onto something else, we decided to do it right from the first moment. But before that point, Greg and I talked a lot about what we wanted to have in terms of a company. We talked about the culture that we wanted to build. We talked about the size of company that we wanted. We talked about what type of product we wanted to build. We talked about whether it would be B2B or B2C. So we had that framework before we started picking product ideas to validate. We went about it a little bit differently than I think a lot of startups go about it. I think a lot of that is because Greg and I have been around for a while and we’ve launched products before. We had an idea of how we wanted to do this ourselves. SA: You’re a practical gentlemen. I think what’s interesting about it for me is that you hear so much about the story of somebody who’s got a $2 billion idea. And the only thing between them and this $2 billion idea is a company to build it out. And then they’re going to be rich, and they’re going to sell it to Facebook. That’s rarely the actual story, but a lot of people start with the idea, and then if they’re lucky, figure out that it’s a salable, scalable idea. In your case, you said let’s just work backwards from what the market actually needs and create something compelling. JS: Exactly. The original validation that we started didn’t have anything to do with product roadmaps. We did our pivoting very early on in the process. Our original concept was another product for product managers to help them track their customer interviews, and to help them catalog and communicate the learnings that they were collecting. And while the market said, that’s an interesting idea, it soon became evident that the bigger pain point was around communicating the strategy, and around communicating the product roadmap. And so we caught on to that fairly early on, and did our pivoting early. SA: What is the primary problem that LIKE.TG is actually seeking to solve? Maybe I’ll preface it by saying, for the benefit of anyone in the room who doesn’t know what roadmapping is, what’s a high level description of roadmapping, and how does your product help? JS: Most companies have some sort of a document or some way of communicating to stakeholders, and to executives, and even to customers what it is that they’ll be building. Sometimes these are PowerPoint presentations, and sometimes they’re spreadsheets, but there is some product that they’re using. Sometimes it’s Google Docs. Every product manager in every company has a stakeholder — whether it’s your end customer, or whether it’s the CEO, or whether it’s the VP of Product, you need to communicate with those folks. And so the key challenge is that the current tools out there don’t do a good job of communicating the why. They don’t do a good job of explaining, why are we doing this in the first place? I also think that, in a lot of organizations, there’s this preconceived notion that because it’s on the roadmap it’s the right thing to do. The executives might sit around the table and say, okay, this is what we’re going to be building. That gets announced to all of the employees, and maybe the customers, and maybe the investors. And then the product doesn’t do very well. So what we’re trying to do is connect the strategy of why you’re doing something with the end result, which is building x, y, and z feature. That’s what our product does; the problem that we solve is that we help you through that process. We help you communicate the strategy effectively to stakeholders in a way that they understand. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"}); SA: You brought up the simplicity of tools. A lot of what we’re here talking about tonight is tools, right? Using tools to be effective as product managers, but sometimes, we don’t have the right tools. We’re using Google Docs, or we’re using spreadsheets. So what are some of the specific challenges that you’ve seen arise in the context of roadmapping from not having the right process? JS: Yeah, and just to be clear, I’m not plugging ProductPlan. I think there are a lot of different ways of communicating the strategy. But I think some of the deficiencies that we caught on to early in our market validation process were that a lot of product managers, especially those who are new or maybe don’t have formal product management training, create a list of features — or worse, they have the backlog in their ticket tracking system — and they consider that to be the roadmap. From our standpoint, and from the perspective of seasoned product managers that we spoke with early on, that’s not an effective way of communicating. You get lost in the weeds too easily. You can’t see the forest for the trees. You aren’t able to take those details, especially those detailed stories, and roll them up into the big picture. So that was a problem and a pain point that we caught on to really early. The product managers that have been around the block know how to do it. They know how to roll up features into the theme level, for example. They know how to say, okay we’re going to be implementing these features, and this is the reason why we’re doing this; this is strategically why it’s better for our customers, or better for the product, or better for the company. SA: Can you share with us how LIKE.TG goes about roadmapping. What is your process? Take us through it. JS: Our internal process? SA: Yeah, we want all your proprietary information. JS: Sure, okay. SA: And then we want to leverage it. JS: Yeah, just so you know, we do eat our own dog food. We use our own product. We have our own product roadmap that communicates what we’re going to be doing over about the next six months or so, and it constantly updates. I think some of you here work for larger companies, and that roadmapping process is probably longer term. The most common length of roadmap that we see when we’re talking to our customers is about a year. But, LIKE.TG has been around about four years, and we’re a smaller, more agile organization, so we tend to look over about the next six months. We just went through a planning process for 2017 and communicated that to all the folks who work for us. Everything was described in terms of bigger level themes. SA: What’s an example of a theme at a big level? JS: A theme might be an API. For example, we know that integrations are important for our customers; getting data in and out of various systems is very important, and so we’re going to be developing an API. It’s in development, but we don’t know exactly what it’s going to look like at the end of 2017. Saying exactly what we’re going to be building is not really the best way to go about it for a company like ours because we are constantly learning. Our roadmap should be constantly evolving. We should be working with our customers every day to really understand the pain that we’re solving. So, that’s a little bit about our big-picture planning process. And then we also use our internal prioritization tool, we call it the Planning Board, and it’s basically a scoring matrix. We can put different items on the scoring matrix and look at them on value versus cost scale. I think a lot of product managers use some sort of a framework or a scoring mechanism to rank items. How many of you use a spreadsheet? SA: Show of hands for spreadsheets. JS: Okay, I see a few. SA: Get those sheepish hands up. It’s a good tool. JS: There are a dozen different ways of doing this. There are a dozen different frameworks that you can use to prioritize, but most product managers go through, at least in their heads, this value versus cost matrix. Of course, you want to be developing the things that are highest value and lowest cost. That’s the low-hanging fruit. So we use our product, which kind of bakes that into the process. That’s a little bit about our internal process for prioritizing. But, I’ll tell you, we still don’t know at the end of the year exactly what we’re going to be building because it’s constantly evolving. SA: It’s interesting, you brought up before that people rely on the backlog to sort of be “the thing”. This is something that comes up on the 100 PM podcast a lot — the challenge for product managers to weave between the strategic role, the the forward looking role, and then the more more tactical, execution based role. If you’re too much in the backlog, you’re only seeing as far out as what’s going to ship next week, next month, or whatever it is. And as you mentioned, you’re agile, and you’re a smaller shop, so I’m curious about your thoughts for larger organizations. How do they avoid falling into that trap of being stuck in “well, this is what we planned” mode? I’ve talked to enterprise product managers who have roadmaps that have hooks into three and five years out. I’m like, I don’t even know what I’m doing for dinner tonight. JS: I know, that boggles my mind. SA: So what advice would you offer, or what can you say to enterprise-level product managers as a tips, I suppose, for staying agile in the planning process? JS: A lot of product managers have so many things that they need to accomplish during the day — so many fires that they need to put out, a backlog that needs to be prioritized, an engineer standing at their desk asking clarification questions. There’s a tendency to fall into that tactical mode, and I’ve been guilty of it myself, where it’s really hard to come up for air. I find that baking customer development and customer discovery into your daily process helps, and making sure that you’re continually engaging with customers. Whether that’s somebody scheduling a customer call on your behalf, or whether it’s you reaching out to customers or sitting in on calls with the customer success team or whoever usually engages with the customers. I think continually listening to that constant stream of feedback from the customers is the best way to get perspective. And I know, it’s really hard. I think probably all of you have that fighting fires mentality. And that’s one of the wonderful things about being a product manager, you can have your fingers in so many different things. But it’s also a curse because everybody looks to you for the answer. I think that keeping tabs on the customers is a really important thing. And I think another thing is letting go a little bit — not letting other people rely on you for the answer all the time. I’ve been in that mode myself in the past where you’re seen as the single point of truth for everything. Letting that go and letting dev teams make their own decisions, and if your corporate culture allows it, allowing the UX team to take on more responsibility — I think that’s another important thing that you can do. By doing those things, you can bring it up a level and be a little more strategic about what you’re doing. SA: You have been around for four years, do you consider yourself a start up still at this point? JS: Yeah absolutely. I feel that even though we’re selling into enterprises — we have customers like Intuit using our products — we’re still very much a startup in two senses. One is that we are very agile. We have the big picture plan of four big things we want to accomplish this year, but how we get there is still TBD, and the exact features that we build to get there are TBD. I think the other thing is that Greg and I have a vision for the product. We have a long term vision for where this product needs to be, years down the road. There’s still more to do, there’s so much more to accomplish to fulfill that vision. And so from those perspectives, I think we’re definitely a startup. SA: I’m curious how the landscape has changed? When you did come to market four years ago, were there other products like LIKE.TG? JS: Yeah, right about the time that we came on the scene some other products started to come out — products specifically for product managers. And since we’ve launched, there have been other products that do product roadmapping, and really that’s okay with me — SA: You’re going to allow competitors? That’s generous. JS: I’m okay with it; I’m not freaked out by any of it. When we were validating GoToMeeting, there were 70 other online meeting products on the market already. With GoToMeeting, we were still able to disrupt the market with a product that was easier to use and had a unique pricing model that hadn’t yet been introduced into the marketplace. I actually think that competition does so many things. It shows you that there is a market, for one, and it gives you an opportunity to differentiate. I think that with our company and our product, we have some unique differentiators, when you compare it to other products. The landscape is changing, but in a very positive way. And most importantly, I think it’s changing a lot for product managers. How many product managers do we have here who have been at it for more than five years? For those of you who’ve been in the industry for a while, you’ve seen the difference. You’ve seen all of these new products coming on the market, and you’ve seen organizations like General Assembly that are providing more education for product managers. I think that it’s a very positive thing for all of us when there’s more education, and when there are more tools and products available to help us do a better job. The important things that we do aren’t managing backlogs or creating product roadmaps or things like that, but rather thinking strategically. It’s about engaging with customers and understanding customer pain. Those sorts of things are the important things. So anything that product managers have at their disposal to do a better job at being strategic, I think is a positive thing for the industry and for the occupation. SA: And market research is so much a part of the role. It’s not that you come out into the market and then you can close your mind. There’s always someone lurking around the corner with the next disruptive idea. I think the challenge as it pertains to roadmapping and product vision really is, on one hand, you want to make sure that you are staying current and that you are not being disrupted. And on the other hand, you want to make sure you are not being blown about by every wind. “Well, my competitor just built this feature, so we should build it too.” How do you manage that? How do you differentiate yourselves or hold true to your vision despite whatever your competitors are doing? JS: Yeah, that’s a great question because we’re faced with that challenge every day. A small example is that we are a product management software, and we think of ourselves as this strategic layer on top of project management software — products like Pivotal Tracker, for example, which manage the more detailed tasks that need to happen to develop products. But we’re always asked for project management-oriented features, and so it takes a lot of willpower on our part to say no. We want to continue to maintain what we’re good at, which is visualizing the strategy, and we want to keep that focus. It’s kind of a constant battle for us to maintain that.

Technology and design are in the midst of an exciting crossroads, where businesses are becoming aware that the products and services they provide, no matter how innovative, are competing just as much in user experience as they are in functionality. The early proliferation of dazzling consumer experiences has bred a new generation of buyers who expect even their business software to look, work, and feel the same way as the other tools and experiences they’ve come to depend on and love. Good design is good business, and over the past 5 years or so startups and established companies alike have been scrambling. Hiring a UX designer is now more important than ever to stay competitive. The problem for most companies is that, while we wouldn’t ask a product manager to hire an engineer or vice versa, these are often the groups tasked with hiring a UX designer to join the team. These groups, if being honest, may not truly understand how a UX designer will help them stay competitive, and commonly misinterpret design as simply applying a pleasing color palette or carefully selecting the right font. Businesses without an established design practice often lack the definition or understanding of design roles, leaving product development teams with a missed opportunity to incorporate design as a strategic differentiator. So, if design isn’t about aesthetics and font, then what is it? In short, good design means your user doesn’t have to think. It means the system is easy to learn, remember, and delightfully exceeds their expectations in speed and reliability. It means that every next step is carefully anticipated, building a lasting emotional connection between the user and the system that is based on trust. Great design breeds loyalty in ways your users will struggle to articulate, expressing only the sentiment that “it just gets me.” To hire successfully then, as with any position, it’s critical to focus on the outcome and not just the role. Understanding the breadth and complexity of what makes for “good design” will better position the non-designer to pinpoint the must-have qualities of a designer to join their team. Design is a Practice, Not a Function The first (and very common) mistake that businesses make in executing a strong design strategy is to focus on building the product first, with the goal of having a designer come in later to improve the user experience. But design is a practice in much the same way product management or engineering is. Having a designer come in at the end of a project to “polish” it is like hiring a product manager at the end to just work on market positioning for the product, or asking an engineer to “just hook up the back end”. It’s an all too common story for talented UX designers to be turned off from a job interview when they realize that what the company actually wants is a graphic designer. This isn’t suggesting that graphic design is somehow unimportant — it is, in fact, a hugely important aspect of a strong design strategy — rather, it’s indicative of a blatant lack of knowledge of the UX designer’s field of expertise. The misconception of “UX designer” is understandable given that it’s sometimes a heated debate even in the design community, so it makes sense that non-designers would be doubly confused. But after hours of researching the business and crafting their resume and portfolio to demonstrate how their expertise can have an impact, it can still be insulting to realize that the business didn’t even attempt to understand the role for which they had advertised. Though opinions vary, there is consensus that “user experience design” is a general term that encompasses many specific disciplines. This was made famous by Dan Saffer’s Venn Diagram, The Disciplines of User Experience Design: To simplify this and apply it to software and other digital products, think about a strong user experience design practice as one that embraces these five distinct disciplines: user research, information architecture, interaction design, visual design, and UI engineering. This illustration outlines each discipline accompanied by its various tools and deliverables. For the non-designer, it’s not necessary to have an in-depth understanding of each UX discipline. But it is necessary to have some awareness of these disciplines to best inform what to look for when hiring to establish a design practice. The first designer or UX agency you hire on the team will be critical to this evolution, so it’s important to invest in someone whose expertise covers a wide gamut of these disciplines. And as the business grows, so should the design practice. Use the scale of UX disciplines to round out the talents of a growing UX team to ensure the right emphasis in the areas that will help great design be a strategic differentiator for your business. 5 Qualities to Look for When Hiring a UX Designer: To ignite a strong design strategy for your business, your first design hire should be able partner with you to own and execute that strategy. Assuming you only have budget for one designer, then it’s also important that this person has the experience and portfolio that demonstrates their strengths as an individual contributor. Following are five qualities of a designer who can make an immediate impact as well as nurture the growth of a solid design practice for your business. Glutton for Empathy Any designer’s core skill is their ability to empathize with users so they can anticipate their expected interactions with the product. But great designers understand that, while their work focuses primarily on the end user as the consumer, engineers and product managers are also consumers of their user insights. So, designers’ ability to empathize and distill information into meaningful and relatable stories extends beyond the interface design all the way down to building relationships and trust within the teams they are supporting. Business and Strategic Thinker In some ways, your first designer should be indistinguishable from a product manager in the way they approach problem discovery. A good design leader understands how to prioritize user needs with business goals and can balance the natural tension between the business, technology, and the user. Oftentimes the role of balancing user vs. business needs falls on the shoulders of the product manager, and in a tough spot it’s usually the business that wins. But a great designer is eager to forge a partnership with their product manager and engineering leads, freeing each other up to lean on their individual biases to allow healthy debate and more rounded decision-making. Teacher and Facilitator Designers want to be respected for their unique craft, but great design leaders refuse to hoard their design skills and won’t be protective or territorial about the process or their design team. Great UX designers are eager to teach and share in their craft, and they will often do this through the evangelism of design thinking. In practice, you’ll know you have a great designer in place when they are facilitating design workshops with engineers, or if they simply roll a whiteboard up to their team and hand the marker to an engineer and ask him or her to sketch an idea. To learn more about tools experts use in product design teams, watch this recent webinar: 点击播放声音 @keyframes VOLUME_SMALL_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } @keyframes VOLUME_LARGE_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } .volume__small-wave { animation: VOLUME_SMALL_WAVE_FLASH 2s infinite; opacity: 0; } .volume__large-wave { animation: VOLUME_LARGE_WAVE_FLASH 2s infinite .3s; opacity: 0; } 55:49●●●●●●●AgendaBackgroundTeam StructureDesign ProcessArtifactsProduct ComparisonLive QA #wistia_chrome_23 #wistia_grid_75_wrapper .w-css-reset{font-size:14px;} #wistia_chrome_23 #wistia_grid_75_wrapper 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.w-css-reset-button-important{border-radius:0!important;color:#fff!important;} Continue WatchingFirst Name*Last Name*Job Title*Email*LIKE.TG is committed to protecting and respecting your privacy, and we’ll only use your personal information to administer your account and to provide the products and services you requested from us. 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For more information on how to unsubscribe, our privacy practices, and how we are committed to protecting and respecting your privacy, please review our Privacy Policy.#wistia_grid_75_wrapper{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;font-family:Arial,sans-serif;font-size:14px;height:100%;position:relative;text-align:left;width:100%;} #wistia_grid_75_wrapper *{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;} #wistia_grid_75_above{position:relative;} #wistia_grid_75_main{display:block;height:100%;position:relative;} #wistia_grid_75_behind{height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_75_center{height:100%;overflow:hidden;position:relative;width:100%;} #wistia_grid_75_front{display:none;height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_75_top_inside{position:absolute;left:0;top:0;width:100%;} #wistia_grid_75_top{width:100%;position:absolute;bottom:0;left:0;} #wistia_grid_75_bottom_inside{position:absolute;left:0;bottom:0;width:100%;} #wistia_grid_75_bottom{width:100%;position:absolute;top:0;left:0;} #wistia_grid_75_left_inside{height:100%;position:absolute;left:0;top:0;} #wistia_grid_75_left{height:100%;position:absolute;right:0;top:0;} #wistia_grid_75_right_inside{height:100%;right:0;position:absolute;top:0;} #wistia_grid_75_right{height:100%;left:0;position:absolute;top:0;} #wistia_grid_75_below{position:relative;} Strong User Researcher It’s not uncommon for designers to be a little rough around the edges when it comes to user research. Some designers, while they can design a beautiful screen layout, struggle to design structured research such as feedback loops, surveys, and usability tests without being influenced by their own bias to the design. A strong design leader can separate their ego from the raw user feedback because they are more driven by getting it right for the customer than receiving personal validation on their designs. They also put their facilitation skills to work in their research by making it a collaborative effort and inviting engineering and product management to learn through observation of usability tests and participation in qualitative interviews. Student of Agile/Lean UX The toughest spot a designer may find themselves in is as a bottleneck to their team’s ability to make fast decisions and move forward quickly. A designer’s empathic connection to the customer innately causes a sort of fear of lasting negative first impressions about a product or feature that is still a work-in-progress. This fear can be hugely detrimental to the team if their work isn’t being constantly validated with end users. But the fear can be hugely beneficial if leveraged to help teams think strategically about how to collect feedback and iterate in a way that will create lasting positive first impressions from customers. It’s important that the first designer you hire has the experience to put their fear in check and use it to encourage thoughtful iterations and smart rollout plans to achieve the desired results. Download How Agile Product Managers Can Build Better Products ➜ hbspt.cta.load(3434168, 'b4eb5c0b-bf4b-4a7e-9b0a-75f92005c127', {}); A Lasting Design Strategy A strong design strategy begins with an understanding of the impact and outcome of great design, and puts the right talent in place in order to reach that outcome. To achieve this, the non-designer must first be humble enough to admit that they might not fully understand value and role of a designer, then be diligent in learning more about the craft for which they’ve been charged with hiring for. By investing in hiring a UX designer with an acumen for business, this first hire can act as a partner to establish a healthy design practice for the long term. The role of design transcends what looks good and builds and emotional connection to the end user because it also feels good to use the product. A business’ ability to leverage design to tap into the latent needs of its users is what will drives loyalty, and leaves competitors scratching their heads. J.J. Kercher shares more of her product and design leadership thoughts in Spotlights: J.J. Kercher “Return focus back to the customer and product”, below.

I recently did a webinar with Pragmatic Marketing on the topic of thought leadership for product managers. One of the most interesting questions I received from our audience was actually not about thought leadership at all, but about about internal product advocacy. The question was essentially, “How do you win executive buy-in to work on an innovative idea that risks cannibalizing some of your existing product line?” Although a portion of my webinar — called How Thought Leadership Can Elevate Your Products and Career — was about becoming a better internal product advocate, the majority of my focus was on why it’s so valuable for product managers to establish themselves as public thought leaders in their industries. That portion of the webinar unveiled a lot of great questions as well, and a lively discussion. But that attendee’s question got me thinking about what I believe is an important part of product management: Learning how to be an effective internal product advocate. Yet in all of our discussions about the many important roles of product managers — learning about customers, knowing the competitive landscape, communicating with stakeholders and developers, championing their products publicly — I think we often forget just how vital it is to champion those products internally as well, across the entire company. As a product manager, you are your product’s internal champion—whether you realize it or not Another interesting insight that came out of our Pragmatic Marketing webinar was that more than 60% of attendees, whom we polled in real-time, said that it was the product manager who most often promoted the product internally in their organizations. In fact, the next most common internal product advocates — marketing and sales — were cited by just 16% of attendees, while product executives were cited by only 12% of attendees. This tracks with my own experience in product management, where I’ve helped to launch several products. It’s also consistent with what I’ve learned as a founder at LIKE.TG, where I’ve had the chance to work with product managers across dozens of industries. Tweet This: “As a product manager, the responsibility falls on you to be your product’s internal champion.” The bottom line is this: As a product manager, the responsibility will likely fall to you to be your product’s internal champion. Which means if you don’t advocate regularly and persuasively for your products across your organization, your products will likely have no internal champion. Here’s why that can be detrimental for your products and your company. Why your products need an internal advocate Ultimately, being an internal advocate for your products will help you build better products. As a product manager, you are often facing competing agendas within your company, budgetary and resource constraints of your own, and general inertia across your company during the long process of bringing a product to market. By being an ongoing advocate of your product with executives, developers, the marketing and sales departments, the customer success team, your investors, and other relevant groups within your organization, you will create a much better chance that your product will receive the benefit of everyone’s A-game throughout its development. As we’ve asserted in previous posts here at LIKE.TG, like this one, it’s easy for everyone to feel enthusiastic and optimistic during an initial strategy meeting. But that early-stage excitement will inevitably wane, and it will then fall to someone — that means you, the internal product advocate — to maintain the advocacy and cheerleading throughout the development process that keeps everyone pumped for the product’s eventual release. Another reason an internal product advocate is so vital to the product’s success is to help ensure everyone involved stays focused on the big-picture strategic goals — and teams don’t get lost in the tactical details and minutiae. Because you can’t oversee every aspect of your product’s development, you will need to trust your various teams to make some strategic decisions in real time — and the more you are there to advocate internally for your product’s vision and strategic objectives, the more likely those other teams’ decisions will reflect those bigger-picture goals. How to be an effective internal product advocate So how do you pull it off? How can you become an effective product advocate within your company? Here are some suggestions. 1. Share with your company your product’s high-level strategic vision. When you speak with colleagues across your organization about your product in terms of features, you’ll have a hard time generating and maintaining enthusiasm — particularly among those groups who don’t understand all of the details of those features, or your market’s need for them. So instead, try to keep your communications across your organization higher-level — talk about the market problems your products will solve, the value added to your customers, and how the product will earn your company market share, revenue and a leadership role in the industry. Also, if the teams working on your products push back on your objectives or requests, and you can tie those requests back to the product’s larger-picture strategic vision, you’ll have a better chance of bringing those teams over to your side. 2. Tailor your product advocacy specifically to the people and teams you’re talking with. At LIKE.TG, in our conversations about roadmapping with product managers, we often find that executive stakeholders don’t want to hear about a product’s details. That’s just one of many examples of why it’s so important to tailor your conversations about your products to the groups you’re speaking with. You’ll be a much more effective advocate for your products if you advocate for them in a language that resonates with your audience. When you’re talking with sales or marketing, for example, you’ll want to emphasize how your product will help solve problems for the personas they’ll be selling and marketing to. For your executives, on the other hand, your product advocacy should emphasize the product’s eventual revenue to the company, or its ability to bring your company into new markets. This is also why we at LIKE.TG are big advocates of visual, web-based product roadmaps. When you’re speaking with several different audiences — developers, executives, etc. — you don’t want to have only one view of your roadmap. You want to be able to quickly change the focus and the level of detail based on who you’re talking to. Build a Visual Product Roadmap ➜ hbspt.cta.load(3434168, 'a81908bd-d7dd-4be2-9d7e-cb09f3f90137', {}); 3. Make a habit of weaving product advocacy into everything you do. Becoming an effective internal product advocate means you’re always an internal product advocate — not only when you’re called on to speak. You have to make it a part of your job to be on the lookout for opportunities to champion your product across your company. And you can find these opportunities everywhere. Tweet This: “Make a habit of weaving product advocacy into everything you do as a product manager.” Let’s say you find a blog post or industry research report about the fact that your customer persona is on the rise, or that a problem that your product will ultimately solve is growing. Copy people across your company — your development team, your sales team, your leadership team. Let them know, “Hey, looks like we’re onto something here!” Don’t expect your teams to stay internally motivated from day to day. Life gets in the way of that. So use these pieces of market data wherever you can to help keep your teams’ enthusiasm levels high, and give them the day-to-day incentive they’ll need to keep doing their best work, during the long period between that exciting kickoff meeting… and release day. 4. Spread good product news across your company every chance you get. Another great way to keep your internal teams motivated and enthused about your products is to share good news about those products as often as you can. If your sales team closes a big deal, send that news out to the company. If your product gets an honorable mention in the trade or business media, share that across the company. And if you find a positive comment or quote about your product from an actual user? For goodness sake, jump up on your desk and shout it to everyone within earshot. (Or just email or Slack it to everyone.) Hearing that your product is succeeding out in the marketplace, solving real problems for your market and winning fans among your customer personas, puts a human touch on what otherwise might often feel like abstract work for your teams. Let them know that the work they’re doing is making a positive difference in people’s lives. 5. Hold regular product meetings to keep everyone informed. Often the simple act of bringing everyone together to discuss your product’s progress and to remind them about the big-picture strategic goals can provide a tremendous boost in company enthusiasm for the product. One of the things I encourage product managers to do is to hold regular meetings with the various stakeholder groups, such as marketing, sales, customer support, engineering, etc. These get-togethers are also a great chance to give both progress updates and much-needed context to the work everyone is doing. It’s in these meetings, for example, that you can discuss what you’ve learned from your trips out to talk with customers — what your users like about your product, for example, and what they’d really like to see added to it. Again, what you’re doing here is taking what might otherwise feel like a series of abstract disconnected tasks — adding this feature, changing this screen, fixing these bugs — and turning them into important projects that will be improving the way real customers, real people, will be able to work (or play or do whatever your product lets them). I also recommend that product managers record their sessions with customers. This gives them something to show their internal teams back home, and those videos can really help teams put a human face to the problem they’re being asked to solve with their product development work. The more real-world information you can share with your internal teams, the more they’ll have a chance to see the big picture — and the more enthusiasm they’ll be able to bring to their work. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"}); Advocate, Advocate, Advocate for Your Products! Bringing a product to market successfully is an incredibly challenging balancing act — weighing priorities, limited resources and pressures against other priorities, limited resources and pressures. The more support you can elicit from across your company, the more your disparate teams are aligned in their mission to bring your strategic goals to reality, and the better your chances of a successful product. But that takes internal product advocacy — ongoing championing of your products every chance you get. So if I had to sum up my advice here in one sentence, it would be this: Always be advocating. Have you found other methods of internal product advocacy that work for you? Please share them below.

This post is part of a series of interviews that we are conducting with product leaders across various industries. In this interview series, product leaders share their advice with their fellow product managers. We hope this series will shed light on trends and challenges in the profession, and be helpful to new and experienced product managers alike. The following is a conversation with Chris Leckie, Product Design Director at FanDuel, a fantasy sports company. Chris has been at FanDuel for two years — or “two NFLs” as FanDuel employees would say — during which time the company has grown rapidly and implemented new processes to accommodate their distributed teams. Tweet This: “Listen to our interview with Chris Leckie of FanDuel and learn about the state of product design.” We talked to Chris about the maturation of product design as a discipline, and about how FanDuel has transitioned from employing a few siloed designers to embedding designers in their cross-functional teams. We also discussed the skills that make designers successful and some design trends we can expect to see in 2017. Listen to our full conversation and learn what Apple and Uber in have common (hint: they’ve both invested heavily in beautiful user experiences), why Amazon’s Alexa represents the next frontier in design, and much more. Also in this episode: Transitioning from a hands-on design role to a leadership role Building trust and unity when your team is distributed across the Atlantic Why friction between designers and product managers is a good thing Listen to the full interview or, if you prefer, read the transcript below. Full Interview Transcript: LIKE.TG (PP): I’m here with Chris Leckie, Product Design Direction from FanDuel. Chris, thank you so much for being here this evening and doing this interview with us. Chris Leckie (CL): No problem, it’s always my pleasure to be here. PP: Please tell us a bit about yourself and what you do at FanDuel, and give a brief overview of FanDuel. CL: I’m the Product Design Director at FanDuel — that’s traditionally taking control of the design of the products themselves, so that’s the iOS application, Android application, and web application. FanDuel is a fantasy sports company, more specifically, a daily fantasy sports company. And I’m based in the Edinburgh office in Scotland. I think what a lot of people don’t realize about FanDuel is that it was actually co-founded in Scotland before we opened up our New York headquarters. So we’re kind of split up. We have a really unique situation where engineering, product design, a little bit of UX, and project management is in our base and skull on the cross, our two offices in Edinburgh and Glasgow. And then, we have product, marketing, and UX based out of New York. We’ve got customer service in Orlando, and then we’ve got some marketing down in LA as well. So it’s really split across the board, which presents nice opportunities for travel and meeting other people, but also some unique problems that come along with that. Transatlantic relationships and just generally working together. We don’t have the ability to sit together all the time, so we have to adapt our processes a little bit. PP: Very interesting. Being from Europe myself, and living in the US, I have to ask the question: What is more popular on the FanDuel platform? Is it American football or is it European football? CL: Well, I mean, we didn’t actually even do European football until very recently. When I originally joined FanDuel, which is just coming up on two years ago, we only offered American sports, and, at that time, we’d done some market research on the possibility of launching a UK-oriented application. It’s something we’d wanted to do for a while. It’s our home turf. We’d done the American thing and we wanted to open it up a little bit. We did exactly that. We had a separate project. We did an entirely new product, instead of just working on the original code base that we had available. And we launched the EPL, which is the English Premier League, application for iOS, Android, and web in the UK. Subsequently, because we share the same sort of backend, we were able to launch EPL in the States as well. It’s still a minority sport for us. NFL is definitely like our Amazon at Christmas moment. It’s funny, you’ll find a lot of people actually identify themselves and how long they’ve worked for the company by how many NFLs they’ve experienced. So it’s like, how long have you been here? Two NFL’s. PP: Earlier you mentioned about that FanDuel is a very distributed company, and I know FanDuel has grown quite a bit over the last years. How has that growth impacted your team? In particular, the different product managers and other designers that you’re working with? What are some of the processes that you had to put in place in order to successfully collaborate with other stakeholders? CL: It’s a really interesting question. It came with its own unique set of challenges. I think anyone will attest to the fact that growing is difficult. I’m having to deal with that process. I’d like to say that everything went really nice and smoothly for us, but actually, it was quite bumpy. We grew really, really quickly, and we had to work as we were growing to set these processes in place to facilitate growth. I mean, if I use design as an example, when I joined, there were only a couple of product designers on the team. FanDuel, when they were scaling the teams, made a conscious effort to scale engineering and marketing and things like that first of all. They did that because they wanted to insure that they had a company that was able to support a larger design team. When I tell this to designers, they’re like, well, that’s not what I believe — I think you should have a really big design team. A lot of people talk about this engineering/design balance. We didn’t do that, and I think it was the right thing to do. When I joined we had this traditional view of design being this walled garden and it was quite wonderful. They would make some designs, and then they would throw it over the wall to engineering. There was no collaboration. So we knew we needed to fix this. We knew we needed to open up our processes, and this wasn’t going be an overnight fix. But we needed to get immediate things in, so we opened up a variety of different tools. We used Wake, which is effectively like a very strict version of Pinterest where designers can share everything that they’re working on. You needed to share early and you needed to share often, so everyone in the company had access to this. Immediately there was visibility into what was going on. We opened up reviews, and then we started implementing a more stream-based way of working. When I say a stream, a common similarity is with the tribes and squads model. For those that don’t know, effectively it’s a cross-discipline team that is assigned to an area of the business. For instance, we were working on, at that time, private leagues, which we call Friends Mode. It’s effectively a social way of playing on FanDuel that we never really had before. Some of the processes we put in place as well were things like design sprints, and as I mentioned, we have cross-team reviews and we have showcases. All of these things were designed to impact inclusivity and collaboration. And it’s something that we’re still working on. Our streams are getting quite big, so we’re looking at exploring splitting them into two, which is more akin to the tribes and squads model. We’re constantly working on it. I don’t think you’re ever going to have it totally perfect. We’re always willing to change based on our circumstances. PP: I’ve heard about the squad model quite a bit. Actually, we’ve covered it here on the LIKE.TG blog before. Spotify was one of the companies that really promoted the model. How many different squads do you have at FanDuel, and how many different people are part of them, and what types of job functions are part of a squad? CL: At FanDuel we call them streams, but they’re quite similar. I guess a stream would be more applicable to a tribe in the tribes and squads model. I think we have about five streams, off the top of my head, and they change. They could change quarterly, or they could change yearly, based on the company’s OKRs and what we’re trying to achieve. Our social one is probably the longest-running one, because we’re very, very committed to doubling what we started there. We have other ones centered around, for instance, a new sport. We’ve announced that we’re going to be launching golf in the product. And then we have other ones based on back-office compliance, which is a really big thing for us. States set up particular rules that we are being legislated on as a company. We need to ensure that we’re abiding by state law, so our compliance team works to ensure that we are completely compliant in every single state. And then we have some other ones. There’s native revenue, which will work on improving revenue in our native platforms. But, like I said, these can change every quarter so we need to ensure that we have processes in place to facilitate people moving about. PP: So what types of members are part of those streams? It sounds like a designer, and probably people from the development team I would assume? CL: It’s effectively a completely cross-platform team. The way I have the design team set up right now is that I have at least two designers on a stream. And the idea there is that they can work as a unit. There’s always a designer that can work with another designer and they can bounce ideas off of each other. One thing we used to have was a traditional split on mobile versus web. They would work on iOS, iPad, Android, or they would work on a web, but we’ve slowly moved away from that model. The idea now is that a designer will cover everything, so they can really rely on each other to bounce ideas back and forth without having to split up their work in any particular way. Then we have our front-end engineers, backend engineers, a business analyst, a project manager, and a product owner. So it’s effectively that kind of setup, and depending on the stream requirements, we might be more heavily loaded on one rather than the other. PP: I know that before you joined FanDuel, you were working for RightScale, an IT management B2B company. And now you’re working for FanDuel, and ultimately selling to consumers. How does design differ working for a B2B versus a B2C company, if at all? CL: In a lot of ways they’re actually very similar. At the end of the day, you’re trying to design something to accomplish a task for a particular person, an end-user. So there’s always that user-orientated process. But I think the one biggest difference is the access to users, or certainly, that’s been my experience anyway. At FanDuel, we have millions of users and we have users coming into the New York office almost every single day. That gives us a really nice forum for presenting anything we’re thinking about, or anything we’re working on, and getting early feedback. Early feedback is critical to ensuring that we’re building something that actually is for the users. We know if we’re going in the wrong direction very, very quickly. In a B2B business, what we tended to find was that people were incredibly busy, and they bought because they wanted to accomplish a task. Trying to get their time was incredibly difficult, so you didn’t always have the opportunity to speak to people that you wanted to. So, and if I use RightScale as an example, I was working on the analytics application, and we would have CFOs using it. Anything that they could give us would be really beneficial, but you can imagine how busy a CFO is. Getting that feedback was quite difficult, so you had to run on your intuition a lot more. Which was good and bad, I guess. You were more liable to make mistakes. For me, I would say that’s the biggest difference. Fundamental design is quite similar. PP: You talked about customer interviews a little bit, which I assume is probably a very important skill for a designer. If you could only pick one skill, what would you say is the most important skill for a designer to have? CL: There are a few, but if I had to pick one, I would say empathy. The ability to put yourself in the shoes of the user — and it sounds like a very simple thing to do, but proper empathy is actually quite difficult. We’re in a situation — and when I say we, I mean the populace of product managers, product owners, designers, developers, etc. — where we’re in our little bubble of understanding. We don’t actually pick up an application or website and fumble about a little bit until we understand it. Whereas your traditional end-user does. I think it’s easy to say that we can put ourselves in their shoes, and we understand that, but experience tells me that’s not the case. A really good designer is able to do that. And I think it bleeds outside of just empathy for the user’s perspective, and also into empathy for how other people in the company work — how you interact with your team members and understanding their requirements versus your requirements. PP: It sounds like there were a couple more skills that you feel are important for a designer. What were some of the other ones that came to mind when I asked that question? CL: Well, I guess as you step beyond empathy into actually trying to solve a problem, the problem-solving aspect becomes an important one. Designers aren’t just people who put a skin on things and make them pretty. They need to take an idea and put form around it, and then create an experience that is incredibly simple, even though some of these things are inherently complex. You need to ensure that you’re actually able to solve the problem. So problem-solving is a huge one. Communication, as I sort alluded to before, is important as well. And that’s not just communication when you’re doing user interviews, it’s actually communicating your ideas, communicating your work effectively, and just being able to speak to people. It’s a huge part of designing and it’s only becoming a bigger part of design as our roles start to shift and evolve. A couple of others ones might be the traditional keen eye for detail. A designer needs to be able to look at something and — it’s that sort of gut instinct — know if it looks right or wrong. This is different from personal taste because personal taste is also a big one, but your more traditional trend designers are able to look at typographic hierarchies, alignment, and these little things that you need to stay on top of if you want a really polished application. If you get those fundamentals right, it sets you up with a really nice system that will bleed throughout your products, so you need that keen eye for detail. And then the last one, it’s quite a big one as well, is the ability to take feedback. Most people don’t like getting negative feedback, but it’s a big part of a designer’s job because people have different views on what good design is. You could create something that’s actually beautiful, but someone is just not going to like it and they’re going to give you some really negative feedback, and you need to be able to take that on. You need to peck through it and decide which parts you really need to listen to and take into account — tweaks or changes or whatever you need to do to make the product better. PP: Even if you master all those skills like you do, there’s always challenges we encounter. What’s a challenge that you’ve encountered in design, and how did you overcome it? CL: Every day is a new challenge. There’s always something. I don’t think I could point to one particular challenge by itself, but if I were going pick one off the top of my head, I would probably say it was the transition from being a traditional product UI general designer, whatever title you want to put on that, into more of a leadership position. I was basically picking myself up and putting myself in a position where things were less about myself and more about the team as a whole. I was doing more management led stuff as well. I’ll be honest, some of the feedback that I got, to begin with, wasn’t great. I had to take that feedback and change the way that I would approach working with individual people. It was about taking in everyone’s feedback independently and trying to put that together as what the team wanted and then trying to set a direction around it. It’s something I think I’ve gotten a lot better at over the last couple of years. But every single day there’ll be something that crops up that I hadn’t anticipated — some demand from an area of business or some person on the team who is having a unique challenge that I’ve never ever actually dealt with before. And how I deal with that, from their perspective, and ensure that they feel like their needs are being met and they’re happy as a person and that I’m not actually having a detrimental impact on the team as a whole — it’s definitely an interesting challenge. It’s something that, when I started as a designer, I never thought that I would get satisfaction from that side of it. I always felt that I needed to be crafting something constantly. I always wanted to be designing something or involved with the team at that level. But I get a lot of satisfaction from trying to make other designers’ jobs easier. I want to remove any level of friction that they have so that they can actually just accomplish what they need to accomplish. It was a challenge to get to a level where I thought I was doing it effectively, but the payoff was nice. PP: It’s a challenge that I can personally relate to as well, and I think it is a very common challenge as one matures in their career. CL: Yeah, I guess you never really know what’s next. I mean, that’s the whole point of a challenge, right, it comes at you. I think, if I were to go back a little bit, one of the biggest things for me was when I went from a product designer to a lead to a director. I transitioned through those. One of the things that I didn’t do to begin with, that I realized more and more as time went on, was that I’d try to do too much myself. I tried to approach these problems and challenges by myself because I thought that if I accepted help, I was proving myself incapable of this role. But that wasn’t actually the case, and it was actually Rob Jones who’s the VP of Design at FanDuel, he was really good at being a forum for feedback and giving really good advice. And I probably should have done that more to the begin with, but I didn’t. You can look back and say I should have done this, but you can’t change it. PP: Was there some mentorship going on within FanDuel? Or was it just an epiphany that you had and you realized, hey I need to shift from being hands-on to being more of a lead? CL: I think there was a progression, and yeah, it definitely was mentorship. Rob had gone through it himself. He was one of the co-founders of FanDuel, so he’s seen it from the very beginning into something that is so much bigger than what it started as. I don’t think they even knew themselves how big FanDuel was going to be, or how much it was going to take off in the States. So, he got really unique experience from seeing this company bloom. I came in a bit later, obviously. He was really good at providing feedback for me. He had gone through that change — the exact same one where he was taking on more of a leadership role and he was having to deal with people more. And I don’t think I leaned on him enough to begin with because I was trying to do it all myself. But there’s no shame in accepting help and advice, which I learned. PP: For sure, but let’s talk about design some more. I’ve noticed that a very common problem is that design is subjective. It’s not unusual, if you have several stakeholders, for different opinions to be mentioned. What advice do you have for uniting stakeholders around a particular design direction, or even a particular design? And what do you do in order to get stakeholder buy-in? CL: There are a few things that you can do. Number one is to build some level of trust. You need to ensure that there’s trust in your team, and also trust that, even though sometimes you will be asked or told something that you don’t necessarily agree with, it is the right thing to do. As I mentioned, we’re broken up into streams. We’ll traditionally have a product owner, and some designers, and that stream needs to run as a unit. If there’s no trust there, you’re going to get friction. So anything that you can do to ensure that things run smoother, you should be doing it. The meaty answer is to ensure that people sit together and that they’re socializing together — that’s how you build relationships. We can’t really do that in FanDuel, and other remote teams won’t be able to do that either. We have a massive ocean between us, so we need to do it in a variety of different ways. Some of it is process-driven, which we talked about before. We decided that we were going do a few things. One of them was weekly reviews — the idea being that every single person in a stream has the ability to actually give feedback on design itself. Once a week we all get together. Now it could be that not everyone is going to attend, but there should be a representative from engineering, and a representative from QA, and a product owner and a project manager as well. So you’ve got a smattering of everyone, and design can present what it’s thinking. And then you can get the feedback from everyone. If you do that, everyone feels involved in the process. Everyone feels like they’ve had their say in what’s going on. It gives the designer a forum to actually communicate what they’re thinking and to get feedback on focused areas. It’s incredibly useful. We’ve also been building what we call a design system, which is effectively almost like a guidebook to what product design looks like at FanDuel. It explains each part. We’re having to balance our day-to-day workloads with the creation of this, so it’s not going as fast as we might like it to, but we are seeing constant progress on it. You’ll see other companies doing the same thing, as everyone seems to be talking about it right now. Companies like Airbnb have whole teams dedicated to it. We don’t have the ability to do that, but what we do is carve off a little bit, and that gives people visibility into, not just this tiny little part that they’re looking at and giving feedback on, but rather the broader thing. It’s like this holistic view of how all of this stuff stitches together. And that gives a little bit of foresight into the decisions that we make and why we make them, and it can help them give focused feedback as well. All these little things add up to a bigger picture, and people feel more involved as a whole. You’ll generally find that people are more united. PP: For sure, I think relationships built on trust is definitely key. CL: Yeah, and it takes time, and we will probably still stumble. I know we’ve stumbled, but the biggest piece of advice I could give you is, if you see a problem, deal with it head-on. Sometimes the solution to that problem isn’t one that people will like, but you need to be resolute. You need to say that this decision is being made for a particular reason, and we think it will work. You just have to commit to it. And if you do that, then I think in the long run people will be more on board with it. PP: Great advice, thank you. Chris, you have been involved with product design, in particular UX and UI design, for a number of years. Are there any common design principles that you think successful products have in common? CL: Maybe not a principle per se, but what you will tend to see with successful products is a general belief in design as a whole. And this is often aided by a co-founder being a designer, or at least a member of the co-founders having some sort of design sensibilities. If I track it back a little bit, you can always have the Apple example, right? Apple was able to sell products at a premium and offer sometimes less features than the competition, and they were able to do so because they’d invested in a beautiful product. Now, this is the same with any sort of a product-oriented company as well. You can use, for instance, Uber as an example. Part of Uber’s success isn’t that it just enables people to easily hail a cab, but also because it is such a seamless experience. They’ve invested in the experience as a whole. That’s something we are very committed to at FanDuel as well. As I mentioned, we had quite a small design team before. We’ve bulked that up, and we’re very committed now to trying to build an experience that delivers a world-class entertainment product. Yeah, so it’s not necessarily a principle… I don’t think I’ve really answered your question properly. PP: No, I think you did. If I may comment on something that I picked up on, and this really hit home because it was a revelation that I had at a conference I attended last year. Having worked most often for software companies and technology companies in my career, I feel like there is an immense focus on features and capabilities. But when I went to the conference, something that really hit home was this idea of the experience as the product. There is so much more than just the application that makes up the customer experience. It’s also how they feel based on the design, and how they interact with customer support, for example. So I think that’s definitely something that people need to keep in mind. I think that’s what successful companies do — they understand there’s more to the product than the application itself. CL: Yeah, I think you touched on a few bits there that are pretty important. I don’t want to make it sound like it’s just all about the experience. There is a balance. You could have the most beautiful experience on the planet, but if you’re not fundamentally delivering what the user wants, then you don’t have a product. And that’s the same with marketing as well. You can have the most beautiful product with all the features on the planet, but if you’re not marketing it correctly, then you don’t have the customers. You need the whole thing, which is really difficult. If I use as an example a conversation with Wilson Miner, who is a creative director — he is incredibly committed to delivering a world-class experience, and he has. Most of the best bits of Spotify and Apple Music were born out of avid exploration and commitment to the user. But, at the end of the day, Spotify steamrolled them with marketing, and just general aggressiveness. I think it’s a prime example of a company that might have actually been better, but just didn’t have all the pieces in place. PP: Yeah, that’s a good point. I mean, you have to have your bases covered for sure. CL: Yeah, absolutely. PP: Chris, you have been part of product management teams for a number of years now. I’ve seen friction between designers and product managers. Sometimes there are different goals for designers or different projects that they are working on, compared to product managers. Have you seen those frictions, and if so, how have you overcome them? What can you recommend to our listeners for improving interactions between designers and product managers? CL: I think you’re absolutely going to get friction. I don’t necessarily think friction is a bad thing. People should be opinionated if they’re truly driven and they believe in what they’re doing. They will have a strong opinion one way or another. But it’s being able to step back a little bit and question the fact of like, is my opinion really worth aggressively going after here? I think it goes back to that trust aspect that we talked about before. If you work with someone and you trust them, and they are incredibly sure of what they are pushing, then you should be able to say, look, I might not agree with what you’re saying here, but I trust you and I trust that the decision that you are making is right for either the product or the team, and I will wholeheartedly go into it. If I use RightScale as an example, we were a small team that was acquired, and we were working on an ancillary product. We had this really tight bond, and I worked with Hassan. He was in a product manager role at that time, and we had a very close relationship. I knew if he was coming to me, telling me something against what I was saying, that he was probably right. And Hassan knew that if I was calling bullshit on whatever he was saying, he was like, right, I trust you. You were hired for a particular reason, so I should trust that you’re trying to do the right thing. PP: Great answer. Like you said, it boils back down to relationships and trust. If you understand that you’re all working ultimately towards the same goal, then friction isn’t a bad thing because it means that both people are motivated and want to do the best for the product and company. CL: Yeah, everybody has goals — everyone has something that they are being held to, and there might be a revenue figure that you need to hit. Sometimes you might be more willing to take the quick route or release something that might not quite be at a level that you would be comfortable with releasing, and for me, that’s the point at which a designer or a developer has to say, I don’t think we’re doing the right thing. And that’s when you have a conversation about like, well, what is the right thing to do here? Do we delay this by a week, hoping it’s fundamentally better? Or is there really going to be that much of a detrimental impact? Do we need to get this out a little bit quicker? PP: Chris, we’ve arrived at our last question. We’re at the beginning of the year, and if you don’t mind sharing with our listeners your crystal ball — if you had to predict what we can expect this year or even in the next few years, what are some design trends that you feel pretty strongly about? CL: Absolutely. It’s interesting, I’ve got two parts to this answer because I think there’s trends in the way that the people traditionally looked at trends. And then, there’s the other part, which I think is the growth and the maturity of the product design — like the discipline and what’s next there. On your server-client traditional trends, I think we’ve hit a point now where there’s just a little bit of an evolution every single year. We transitioned to flat design. I think, piece by piece, we’ve kind of been moving back to adding depth, and sort of a physicality to interfaces. I mean the way that you look at material design, for instance, is all based on levels and cards. That’s the way that we’re looking at it as well. And what I often say to some of the designers on the team is that I like to think that you can actually just take a piece of paper and cut up your interface, and then actually be able to move around. Think about it in a physical dimension, and how does this all stitch together? And I think we’ll see a little bit more of that — it’s looking at things in more of a holistic manner. How that plays out in actual visuals, I think, is open to interpretation. We’re seeing a lot of people playing with fire because they’re bringing in more shadows and things like that. Again, we’re seeing a lot more exploration and much more rich experiences. So to be honest, it can go any way, but I think we’ll just see a subtle evolution from what we’re already seeing now. A lot of our decisions now are actually based on the operating systems that are provided to us by the likes of Google and Apple. So unless they do something completely drastic, then who knows? I guess there’s this whole augmented reality. Things sitting on the horizon with VR and whatnot which could throw things up in the air a little bit. I think that maybe leads a little bit nicely into my next point, which is the maturation of the designer’s role and what a designer should be doing. What we’re seeing is that designers are less and less just your typical pixel pushers — where you’re handed a brief and you create a flat visual, and then you throw it back and that’s it, done. I would say that 50% of your time is traditional design, and the other 50% of your time is driven around communication, documentation, working with stakeholders, and working with engineers. It’s a much more involved process. And I can only see that continuing, especially as our tooling starts to change as well. We’re seeing a lot more prototyping tools that allow us to visualize things in new ways, and that’s going to change the way that we actually approach design as a whole. And then, you bring into the blend the fact we’re actually approaching a stage where we’re having to design for things that don’t actually have a physical interface. Take, for example, Amazon Alexa — that is something that you are interfacing with. You still have this relationship with it, you still need to accomplish a task. That still requires a designer’s mindset, that empathy that I talked about before, of how do I accomplish this? And there’s nothing being created there. It’s this whole new thing. And then, you’ve got virtual reality. It doesn’t sit within the confines of what we viewed as design before. And who knows what’s next? So it’s an evolving discipline, and I think we’re gonna see that more and more over the next year and onwards, as these new territories start to evolve. PP: Yeah, I completely agree. It sounds like design will leave the screen, and go into all kinds of different devices and shapes. CL: Yeah, it’s really interesting. I mean, you have Google Home as well. It’s a little bit 2001 how it’s going to take over what’s going on, but it’s interesting to think about. We’ll eventually some sort of a voice command in every single part of the room. I’m going to use phones as an example. We traditionally have to always be willing to jump on new mediums. So we had our Apple Watch app out really, really quickly. We briefly went to smart TV stuff. We’re always willing to think about how we can use the platforms better. And it’s interesting to think about how you could actually draft your team just by walking around the house, speaking to your Amazon Alexa. Or do we investigate sort messenger chatbots, where you’re actually just speaking to something in a very human way to accomplish the same task, but without the fanciness of this interface? I think that’s gonna be a tough pill to swallow for a lot of people, because you’re not gonna have these days, months, whatever the timeline is, to craft this really beautiful visual experience, but you can craft this really nice human experience where the process is actually much nicer PP: For sure. I think it’s a really interesting time to be a product manager or a designer. There’s so much disruptive technology going on right now that there are so many new opportunities available. It’s amazing. Chris, thank you so much for your time. I really enjoyed our conservation and thank you so much for sharing your valuable advice with other product managers and designers. CL: No problem at all. I hope it was at least a little bit useful. It was good having a chat about it anyway.

This article is for recent graduates with an entrepreneurial mindset who are thinking about what would be the perfect job for them. It’s also for people thinking about moving into product management. I’m going to start with a question. Raise your hand if someday: You’d like to start your own company? Be your own boss? I’m visualizing lots of hands raised out there. I mean, dang, who wouldn’t want to have their own company, be their own boss, and call the shots? For that reason, I’d like to introduce you to a job title you may not have heard of before, but that could give you some runway to practice the skills you might need to start your own company someday — while you still get a great paycheck, benefits, and learnings from a more established company. That job title is Product Manager. Here’s why product management should be your career choice. You’re in great company. There are some famous people out there who were first product managers before they started being CEO. Here are just a few: Jeff Bezos – Amazon Kevin Systrom – Instagram Marissa Mayer – Yahoo And while I’m nowhere close to those three groundbreakers, I have worked at Citrix for over 14 years, leading teams developing and releasing the GoTo branded software that generates millions of dollars in annual revenue. Do I have a degree in computer science or human-computer interaction? No. What might surprise you is that I was a Liberal Arts major in college; I studied Spanish. Long story short, by taking various jobs in the software industry and constantly learning and moving up, I was able to grow my career from web designer to user interface designer to product manager. I ultimately became a product manager because of some of the skills below that I realized I always had. Loosely put, the product manager sets the tone for a product, understands the customer’s pain points, leads a team, takes various forms of input, and ultimately makes the product-related decisions. The elephant in this picture is the leader of the pack. It’s almost like her trunk and her feet are pointed in one direction, and as if she is saying: “Follow me” “We’re going that way.” “We are passionate and are we’re on a mission.” Ok, I’ve got you to this point and so you ask, “What companies need product managers?” Kind of a simple answer, but any company that has a product or service needs someone to truly understand the needs of its customers and to set the vision and tone for the product and for the people who work on it. In a small company of 1-20, it’s usually the founders, but at some point, the founders have other things to do and may appoint a product manager. In larger companies, there’s almost always a need for many product managers. Quick gut check. Searching on LinkedIn TODAY, I found (obviously subject to change on the day of search but this gives you a sense): 1,019 Product Management jobs at Amazon 455 at Google 303 at Facebook Before I go too far, let me just say: different companies call “product managers” different things. You find similar jobs under the following names: Product Marketing Manager Program Manager Project Manager Product Owner Use those terms and you’ve just expanded your search 3x. So now that you know what it is and what it might be called. Let’s see if it might be a fit for you. Are You a Ringleader? Then product management might be the career choice for you. People who like other people, who have the ability to wrangle and lead various folks, (while respecting their opinions and differences) are what I might call Ringleaders. If that’s you, take note. Ringleaders make great product managers because they: Recruit other passionate people who never give up to be on their team. Enable their teammates to shine and do their best work incorporating their feedback. Gather champions and mentors to guide them along their product journey. Buy the pizza, bring the donuts, and make sure everyone is fed — literally and figuratively. If anyone needs something or is blocked, the product manager is the first one to help. As servant leaders, they eat last and let others go first. hbspt.cta.load(3434168, 'a6df8971-315b-4e8c-ad02-5e133239bfda', {}); Are You a Curious Observer of Life? There are some people who love observing the curiosities of life and work. They wonder why things work a certain way and if there might be another way. This is just how they tick — all the time. If that’s you, good news: constant and relentless curiosity is the most essential tool in a product manager’s toolbox. They use it to: Ask a lot of questions about their customers, their teams, and the market. Why? is their favorite question. Lean in and listen to the answers thoughtfully, without bias. Observe people in their natural setting (because “actions speak volumes”). You’ll hear them say, “Huh, isn’t that interesting.” Do You See Opportunities? Once you spot a problem or something that could be made better, do you instantly go into thinking, evaluating, and what-if mode, running quick calculations in your head, sketching rough ideas on the back of a napkin? Do you brainstorm with a friend asking, “How might we…?” or “What if…?” If yes, you really should think about a career in product management. Because product managers constantly: Narrow in and focus on the most pressing problems that offer the biggest opportunities for their customers and their companies. Believe, hypothesizing the possible ways they can make a difference. Experiment and iterate rapidly so they can learn fast if their beliefs are true or false and how they might make their solution more irresistible. Tell stories that are easy for anyone to comprehend and get onboard. Are You Problem Maker or Problem Solver? And then there are people who don’t make problems but solve problems. They’re the first ones with an idea, a fix, or a plan. They are not phased — in their eyes, if there’s a will, there’s a way. They aren’t complainers but doers, makers, fixers, and dreamers, envisioning a better or new way. Does that sound like you? If so, product management is all about solving problems; jumping through, around, over, and under obstacles; and asking questions like: How might we solve this? What’s the one standout thing that makes our solution different, better, easier, or cheaper than what is out there today? What competitive advantages do we have that we can run with? While I was at Citrix, we had the opportunity to come up with a startup app idea when the company was interested in developing lean and scrappy ideas to compete with ankle-biting startups. Along with 4 teammates, we came up with a phone app called Convoi that was targeted at everyday business people who were tired of using their personal cell phones for work but needed a mobile phone number for texting, calling, and business voicemail with clients. Our one standout thing was that within 15 seconds of downloading our free app, we got you any phone number in any area code. You could immediately be calling and texting from it. It was a magical experience for people. We had a trusted audience from GoToMeeting that we could advertise for free. In the app store, we could be a sister app to GoToMeeting that had over millions of downloads each year. We could ride that wave and get eyeballs and attention without spending a lot of money on marketing. We had the advantage of being part of a large company that had resources we could use to build the app, validate it, and get it to market fast. We knew the company was interested in the virtual phone system business but hadn’t yet pulled the trigger on a large scale development project. We could afford to offer something as freemium to test the interest. We found mentors and champions internal and external to the company to guide us on our way. You Understand That You Have to Show Proof Because they have so many ideas, these kind of people are anxious and want to know if their solution will work — if it will hold water. The bosses funding these projects also want to see proof that they’re on the right track. They usually come up with metrics, triggers, or tests to tell themselves and their teams whether they’re on the right track. Is that you? If so, product managers routinely ask themselves and their teams: How will we know it’s working? What does success look like at certain points in our journey? What are some success metrics or numbers we hope to hit? In the Convoi example above, we had some metrics we held ourselves accountable. Here were just a few of ours: 25 interviews of our target audience saying that they had this problem and were actively looking for a solution Time To Value < 30 seconds First text sent/received < 5 mins > 5% new users per week Net Promoter Score > 50 40% Daily Active Use (It was a business phone so in order for it to be successful you had to use it every week day) By hitting these we knew we were on the right track. Are You Adaptable? Then product management might be the career choice for you. Some people crave change, love the challenge of it, and can turn on a dime. They actually thrive on the adrenaline. They love hard things that might not have been done before. They are on a relentless pursuit of “yes”. The word “no” doesn’t phase them for too long. “No” might be a no for today, but tomorrow the game is different. Product managers know that: Change will happen. Companies, plans, roadmaps, and management change. You have to be willing to pivot when the data is telling you to do so. They are constantly iterating and reinventing themselves. They will ask and be turned down 80x. It’s part of the journey. They write their own playbook when there isn’t one (which is quite often). They learn from others. They figure, why reinvent the wheel? In short, a product manager’s job is all about solving problems for people. If your life has led you to creative thinking, problem-solving, and curiosity, it’s quite possible product management is the perfect career choice and you’d be a perfect fit for a role where you can practice, learn and grow a ton. A role in product management will look terrific on your resume, and the learnings will be great while the risk is minimal. What’s more, you will likely earn a favorable salary (check GlassDoor for product management salaries — not too shabby) and be instilled with the confidence that you might just start your own company someday. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"}); About the Author Carey Caulfield (@careycaulfield) works at LogMeIn in the GoTo business division previously part of Citrix Systems in Santa Barbara, CA as a Principal Product Manager. Her background is in Software Design, User Research/Experience, and practicing LeanStartup within large companies. She’s helped to design and launch three of their flagship products – GoToMeeting, GoToWebinar, and GoToTraining. Most recently, she and four other hackers lead from behind with a tiny startup idea called Convoi that turned your personal iPhone into a second business phone, influencing the decision to go into the virtual phone service business. She mentors user researchers, product managers, and Engineers unfamiliar with the principles of LeanStartup to be 120% customer focused at leanproductcoach.com.

Technology and design are in the midst of an exciting crossroads, where businesses are becoming aware that the products and services they provide, no matter how innovative, are competing just as much in user experience as they are in functionality. The early proliferation of dazzling consumer experiences has bred a new generation of buyers who expect even their business software to look, work, and feel the same way as the other tools and experiences they’ve come to depend on and love. Good design is good business, and over the past 5 years or so startups and established companies alike have been scrambling. Hiring a UX designer is now more important than ever to stay competitive. The problem for most companies is that, while we wouldn’t ask a product manager to hire an engineer or vice versa, these are often the groups tasked with hiring a UX designer to join the team. These groups, if being honest, may not truly understand how a UX designer will help them stay competitive, and commonly misinterpret design as simply applying a pleasing color palette or carefully selecting the right font. Businesses without an established design practice often lack the definition or understanding of design roles, leaving product development teams with a missed opportunity to incorporate design as a strategic differentiator. So, if design isn’t about aesthetics and font, then what is it? In short, good design means your user doesn’t have to think. It means the system is easy to learn, remember, and delightfully exceeds their expectations in speed and reliability. It means that every next step is carefully anticipated, building a lasting emotional connection between the user and the system that is based on trust. Great design breeds loyalty in ways your users will struggle to articulate, expressing only the sentiment that “it just gets me.” To hire successfully then, as with any position, it’s critical to focus on the outcome and not just the role. Understanding the breadth and complexity of what makes for “good design” will better position the non-designer to pinpoint the must-have qualities of a designer to join their team. Design is a Practice, Not a Function The first (and very common) mistake that businesses make in executing a strong design strategy is to focus on building the product first, with the goal of having a designer come in later to improve the user experience. But design is a practice in much the same way product management or engineering is. Having a designer come in at the end of a project to “polish” it is like hiring a product manager at the end to just work on market positioning for the product, or asking an engineer to “just hook up the back end”. It’s an all too common story for talented UX designers to be turned off from a job interview when they realize that what the company actually wants is a graphic designer. This isn’t suggesting that graphic design is somehow unimportant — it is, in fact, a hugely important aspect of a strong design strategy — rather, it’s indicative of a blatant lack of knowledge of the UX designer’s field of expertise. The misconception of “UX designer” is understandable given that it’s sometimes a heated debate even in the design community, so it makes sense that non-designers would be doubly confused. But after hours of researching the business and crafting their resume and portfolio to demonstrate how their expertise can have an impact, it can still be insulting to realize that the business didn’t even attempt to understand the role for which they had advertised. Though opinions vary, there is consensus that “user experience design” is a general term that encompasses many specific disciplines. This was made famous by Dan Saffer’s Venn Diagram, The Disciplines of User Experience Design: To simplify this and apply it to software and other digital products, think about a strong user experience design practice as one that embraces these five distinct disciplines: user research, information architecture, interaction design, visual design, and UI engineering. This illustration outlines each discipline accompanied by its various tools and deliverables. For the non-designer, it’s not necessary to have an in-depth understanding of each UX discipline. But it is necessary to have some awareness of these disciplines to best inform what to look for when hiring to establish a design practice. The first designer or UX agency you hire on the team will be critical to this evolution, so it’s important to invest in someone whose expertise covers a wide gamut of these disciplines. And as the business grows, so should the design practice. Use the scale of UX disciplines to round out the talents of a growing UX team to ensure the right emphasis in the areas that will help great design be a strategic differentiator for your business. 5 Qualities to Look for When Hiring a UX Designer: To ignite a strong design strategy for your business, your first design hire should be able partner with you to own and execute that strategy. Assuming you only have budget for one designer, then it’s also important that this person has the experience and portfolio that demonstrates their strengths as an individual contributor. Following are five qualities of a designer who can make an immediate impact as well as nurture the growth of a solid design practice for your business. Glutton for Empathy Any designer’s core skill is their ability to empathize with users so they can anticipate their expected interactions with the product. But great designers understand that, while their work focuses primarily on the end user as the consumer, engineers and product managers are also consumers of their user insights. So, designers’ ability to empathize and distill information into meaningful and relatable stories extends beyond the interface design all the way down to building relationships and trust within the teams they are supporting. Business and Strategic Thinker In some ways, your first designer should be indistinguishable from a product manager in the way they approach problem discovery. A good design leader understands how to prioritize user needs with business goals and can balance the natural tension between the business, technology, and the user. Oftentimes the role of balancing user vs. business needs falls on the shoulders of the product manager, and in a tough spot it’s usually the business that wins. But a great designer is eager to forge a partnership with their product manager and engineering leads, freeing each other up to lean on their individual biases to allow healthy debate and more rounded decision-making. Teacher and Facilitator Designers want to be respected for their unique craft, but great design leaders refuse to hoard their design skills and won’t be protective or territorial about the process or their design team. Great UX designers are eager to teach and share in their craft, and they will often do this through the evangelism of design thinking. In practice, you’ll know you have a great designer in place when they are facilitating design workshops with engineers, or if they simply roll a whiteboard up to their team and hand the marker to an engineer and ask him or her to sketch an idea. To learn more about tools experts use in product design teams, watch this recent webinar: 点击播放声音 @keyframes VOLUME_SMALL_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } @keyframes VOLUME_LARGE_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } .volume__small-wave { animation: VOLUME_SMALL_WAVE_FLASH 2s infinite; opacity: 0; } .volume__large-wave { animation: VOLUME_LARGE_WAVE_FLASH 2s infinite .3s; opacity: 0; } 55:49●●●●●●●AgendaBackgroundTeam StructureDesign ProcessArtifactsProduct ComparisonLive QA #wistia_chrome_23 #wistia_grid_75_wrapper .w-css-reset{font-size:14px;} #wistia_chrome_23 #wistia_grid_75_wrapper 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For more information on how to unsubscribe, our privacy practices, and how we are committed to protecting and respecting your privacy, please review our Privacy Policy.#wistia_grid_75_wrapper{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;font-family:Arial,sans-serif;font-size:14px;height:100%;position:relative;text-align:left;width:100%;} #wistia_grid_75_wrapper *{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;} #wistia_grid_75_above{position:relative;} #wistia_grid_75_main{display:block;height:100%;position:relative;} #wistia_grid_75_behind{height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_75_center{height:100%;overflow:hidden;position:relative;width:100%;} #wistia_grid_75_front{display:none;height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_75_top_inside{position:absolute;left:0;top:0;width:100%;} #wistia_grid_75_top{width:100%;position:absolute;bottom:0;left:0;} #wistia_grid_75_bottom_inside{position:absolute;left:0;bottom:0;width:100%;} #wistia_grid_75_bottom{width:100%;position:absolute;top:0;left:0;} #wistia_grid_75_left_inside{height:100%;position:absolute;left:0;top:0;} #wistia_grid_75_left{height:100%;position:absolute;right:0;top:0;} #wistia_grid_75_right_inside{height:100%;right:0;position:absolute;top:0;} #wistia_grid_75_right{height:100%;left:0;position:absolute;top:0;} #wistia_grid_75_below{position:relative;} Strong User Researcher It’s not uncommon for designers to be a little rough around the edges when it comes to user research. Some designers, while they can design a beautiful screen layout, struggle to design structured research such as feedback loops, surveys, and usability tests without being influenced by their own bias to the design. A strong design leader can separate their ego from the raw user feedback because they are more driven by getting it right for the customer than receiving personal validation on their designs. They also put their facilitation skills to work in their research by making it a collaborative effort and inviting engineering and product management to learn through observation of usability tests and participation in qualitative interviews. Student of Agile/Lean UX The toughest spot a designer may find themselves in is as a bottleneck to their team’s ability to make fast decisions and move forward quickly. A designer’s empathic connection to the customer innately causes a sort of fear of lasting negative first impressions about a product or feature that is still a work-in-progress. This fear can be hugely detrimental to the team if their work isn’t being constantly validated with end users. But the fear can be hugely beneficial if leveraged to help teams think strategically about how to collect feedback and iterate in a way that will create lasting positive first impressions from customers. It’s important that the first designer you hire has the experience to put their fear in check and use it to encourage thoughtful iterations and smart rollout plans to achieve the desired results. Download How Agile Product Managers Can Build Better Products ➜ hbspt.cta.load(3434168, 'b4eb5c0b-bf4b-4a7e-9b0a-75f92005c127', {}); A Lasting Design Strategy A strong design strategy begins with an understanding of the impact and outcome of great design, and puts the right talent in place in order to reach that outcome. To achieve this, the non-designer must first be humble enough to admit that they might not fully understand value and role of a designer, then be diligent in learning more about the craft for which they’ve been charged with hiring for. By investing in hiring a UX designer with an acumen for business, this first hire can act as a partner to establish a healthy design practice for the long term. The role of design transcends what looks good and builds and emotional connection to the end user because it also feels good to use the product. A business’ ability to leverage design to tap into the latent needs of its users is what will drives loyalty, and leaves competitors scratching their heads. J.J. Kercher shares more of her product and design leadership thoughts in Spotlights: J.J. Kercher “Return focus back to the customer and product”, below.

Developing an effective product roadmap requires more than a product manager’s intuition and vision, although those elements are crucial. But equally important for an effective roadmap will be evidence, real-world data, and a scientific approach to analyzing that data. In this post, I’d like to share with you some ideas for identifying, tracking, and leveraging the right metrics to help shape your product strategy. These are some of the ideas that I shared in a recent webinar that we co-hosted with Pendo, called “Building Data-Driven Product Roadmaps”. Not All Data Are Equally Valuable (Beware of the Vanity Metric) Before we discuss how to leverage data in prioritizing your product roadmap, I want to caution you upfront that not all data is equally useful. Some data, in fact, is a distraction at best, and a source of misleading information at worst. In particular, I want to warn you against focusing too heavily on “vanity metrics.” Vanity metrics are stats that look great in a press release but don’t necessarily translate in any meaningful way to business results. Examples include the number of Twitter followers or how many people have watched a clever video your company posted on YouTube. In reality, these numbers give product management very little insight into how the product will resonate with customers or how much revenue it will generate. Tweet This: “Not all data are equally valuable (beware of the vanity metric).” Worse, when you rely on these sorts of metrics — which can be tempting because they suggest interest and engagement with your company — you risk developing a very skewed view of the actual level of interest in your products. People watch YouTube videos and follow companies on Twitter for lots of reasons, many of which have nothing to do with an interest in those companies’ products or services. Download Product Success Metrics ➜ hbspt.cta.load(3434168, '18f5a8aa-393b-4397-9fd4-f7758c1edf55', {}); Limit and Prioritize the Metrics You Use in Your Roadmap Decisions Another important point to keep in mind is that with services like Google Analytics, it’s possible to track many different types of data. And that’s great. But trying to make sense of an overwhelming amount of data can also lead to confusion. You probably have a firehose of information available to you right now, so you should first try to figure out what the most important metrics for your product are. This includes the data that will lead to the most valuable and actionable insights into what’s working with your product, what isn’t resonating with users, and how you can continually improve your offering. The ideal number of metrics to track will vary from company to company, of course, but a good rule of thumb is to focus on roughly five metrics that you can monitor over time and discuss regularly with your executive stakeholders. Assuming you’ve identified the five most revealing and strategically advantageous metrics to concentrate on, the data you compile from these metrics over time should give you valuable intelligence into how to proceed with your product and what to prioritize on your roadmap. First, you have to set your product’s strategic goals. Before you can begin sifting through all of the noise and determine which handful of strategically useful metrics to focus on, you need to define your product’s strategic goals. Then, when you’ve set those goals, you can start looking for the right mix of metrics to track and analyze, the metrics that will help you achieve those goals. Next, start compiling data — here are some great places to look. If you already have a product on the market, with an installed base of users, you can choose from a wide range of real-world metrics to track, which will help you take a more scientific approach to decide where to focus your resources. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"}); Customer-Oriented Metrics A great way to start is to use the data being generated every day by your prospects and user base to learn what’s working with your product or your efforts to promote it, and what you need to change. These types of metrics might include: Product usage or adoption Percentage of prospects or leads who take a specific action in response to your marketing campaigns (e.g., sign up for a trial, download a white paper, etc.) Percentage of users who take specific action in the product itself (e.g., use a given feature) Customer retention or churn rate Quality (e.g., the number of bugs reported by users, and whether those numbers are going up or down over time) Business-Oriented Metrics You can also track and analyze important high-level business data relating to your product to help you shape and improve your strategy. These business-oriented metrics will come not from how your customers interact with your product but rather how their actions affect your product’s bottom line. These types of metrics could include: Cost to acquire a new customer (CAC) Customer lifetime value (LTV) Monthly recurring revenue generated by your product (MRR) The average revenue per user Conversion (e.g., the percentage who convert from free-trial users to customers) To use my own company as an example, at LIKE.TG we pay close attention to a handful of these metrics all the time, and they are extremely helpful in guiding how we pursue and adjust our strategy. One of the great things about offering a SaaS-based product, which we do with our product roadmap software, is that because you are continually tracking everything in the cloud, you can view and analyze an incredible amount of detail about how your customers are interacting with your product. Even though we don’t have access to our customer’s roadmaps for security and privacy reasons, we are aware, for example, of how many product managers using our software to share their roadmaps with others across their organizations. This helps us to determine whether our tool is encouraging communication across the company and whether there are things we need to do to make the process easier or more intuitive for our customers. And if there is a common point in the roadmap development process where customers tend to reduce their interaction with our product, that gives a signal that we might need to revisit that part of the user experience and streamline or refine it. Where to Find Useful Metrics for Your Roadmap Before You Have a Product The examples of metrics that I listed above work well when you already have a product out there, generating data that you can track. But what if you don’t yet have a product on the market? What if you are in the strategy stage, just preparing to build your product? Where can you look for the metrics that will inform your strategic decisions? Here are three useful sources of information: Experts in Your Industry These could include industry experts, or the widely read columnists and commentators who write and speak about trends in your industry and review your competitors’ products. Industry Analysts The researchers who cover your industry are an excellent source of information about which metrics offer the most significant clues as to what will constitute a successful product. These are the people, after all, who spend their days listening to briefings from your competitors about the things they’re finding resonate with their customers, and who then write detailed reports about which products are enjoying the most success in your industry, and why. Your Competitors Unless you’re planning to create an entirely new category with your product, chances are you have competitors with products already on the market. And chances are those competitors have done a lot of the research into the most strategically useful metrics relating to their products and their customers, and may have public information available, especially if they are a publicly-traded company. You can leverage this information in developing your own set of metrics to focus on. You can find your competitors’ discussions of what they deem important data points in their press releases, on their earnings call with analysts (assuming they’re publicly traded) and even in their own business filings online. Download Product Success Metrics ➜ hbspt.cta.load(3434168, '18f5a8aa-393b-4397-9fd4-f7758c1edf55', {}); How to Communicate Your Metrics-Driven Strategic Goals To this point, I’ve been discussing the importance of using a small set of key metrics as a way to help you shape your product strategy. But another important reason to track and analyze these metrics — equally important in helping you successfully bring your product to market — is that they will give you a set of concrete evidence to share with your executive stakeholders over time, to help them understand and support your strategic decisions for your product. One of the most effective ways to communicate your product strategy with your stakeholders, and to share with them the evidence that supports your strategy, is with a visual, intuitive product roadmap. As you can see from the screenshot below, depicting a roadmap developed using LIKE.TG, when you use the right roadmapping tool you can visually articulate your product’s strategic goals and then build into the roadmap the data points that support your decision to pursue each of those goals. Conclusion: The 6 Steps to Data-Driven Roadmaps So, to recap, my advice would be to always build your product strategy, and to develop your roadmap, based on key metrics that support your strategic decisions. And to accomplish this I suggest the following steps: 1. First, establish your product’s strategic goals. (You can always adjust these goals in light of the evidence you’ll be gathering.) 2. Next, make a list of possible strategically advantageous and illuminating data points to track — such as customer-oriented metrics like product usage, and business-focused metrics like customer acquisition cost. 3. If you don’t have a product already on the market (or even if you do), you might also want to research your industry for strategically important metrics to focus on. To find these metrics, check in on what your industry’s luminaries, media, analysts, and competitors are focused on. 4. Now it’s time to limit your metrics to a handful or so that you determine will give you the most strategic insights for the time and energy you’ll invest in tracking and analyzing them. (Too many data points can lead to confusion and can dilute whatever strategic insights you might uncover.) Tweet This: “Tie metrics to strategic goals, and if the data shows you need to adjust your strategy, do it.” 5. Next, tie these metrics to specific strategic goals you established in step 1. (And if your data points lead you to adjust your strategy, now is the time to do that.) 6. Now you can build this strategy (including the data points supporting it) into your product roadmap, which you can then share with your executive stakeholders — demonstrating to them that you’ve brought evidence, and not just your intuition, to these strategic decisions. At the point, I’d typically wish you luck with your product’s success. But now you’ve got evidence backing your strategy — so you won’t need luck. hbspt.cta.load(3434168, '80219c5a-32c2-4135-9575-4b84ed7bd4a4', {});

In this episode of Product Lessons Learned, Marc Foglino (formerly of Amazon, Telefónica and Samsung) walks us through the process of launching a mobile payments product in the European Union. The process involves nine steps, covering topics applicable to bringing a product to market in a highly regulated industry. Here’s what Marc had to say. While working at Amazon, I had the privilege of leading the go-to-market activities for the UK beta launch of the Amazon Pay mobile payments SDK. In this post I will be walking you through the high-level process of bringing Amazon Pay to market in the UK, as well as sharing some of the key lessons learned from our product launch. Background on Mobile Payments Before diving into my learnings, it might be valuable to clarify that we intended to launch an in-app payments product. The idea was to provide over 300 million Amazon account holders with the ability to pay with their existing Amazon account “online” and within an “app” on third party sites. Planning and launching a mobile payments proposition is highly regulated and more complex than most product categories because you are handling sensitive information. A number of actors are involved in a payment transactions, including banks, acquirers and payment processors. What are the key mobile payments use cases? In-store with an NFC-enabled phone (like Apple Pay): This is a crowded market with many players such as Apple, Google and Samsung. Just touch and pay. In-app payments: There is less hype around this use case, but it has growth potential as you can pay seamlessly from anywhere. No need for any payment terminals. Nine Main Steps We Took to Launch Amazon Pay in the United Kingdom Tweet This: “Read the nine steps involved in launching Amazon Pay in the UK.” 1. Define Suitable Target Merchant Segment This is the most important exercise to nail down which customers you are targeting before progressing further with your go-to-market plan. When planning to enter the in-app payments market, we defined early on which merchant categories were the ideal target retailers for our product. We focused on merchant categories that aligned well with our product capabilities, otherwise we would have wasted our sales resources trying to sell a product that might not have been the ideal fit. Typically the majority of Amazon Pay customers are in the physical goods and services category. Defining which merchants you are targeting is a good start, but to find and select suitable retailers, you need to know which merchant has an app or is working on developing an app. One of the best resources to find this information is App Annie. App Annie is a business intelligence company focusing on mobile applications. The premium subscription gives you access to a lot of interesting data such as downloads and revenues by app. This gave us the opportunity to approach the best performing merchant app owners in the selected categories. 2. Launch in Phases to Validate Hypothesis Launching in phases gives you the ability to test your assumptions and see whether your prediction was correct or not. Also if you don’t launch in phases, you put yourself at too much risk. If you launch publicly straight away, you might end up with a poor launch and no sales. Because in-app payments was a new market for us, we only had a vague idea of how merchants would react. It was, therefore, important to test out our assumptions with merchants and gather some feedback. We opted to launch in two main stages, starting with a beta program first and then moving to a public launch. To be more specific, we split the beta into two stages by releasing two different app versions with incremental features to better understand the market expectations. The first version was a limited, invitation-only program available in the US. We extended the second version across key regions where Amazon Pay was operating such as the UK, Germany and Japan. We also gathered a lot of valuable insights from our App Store team. A warm introduction to the right brands and teams saved us a lot of time and gave us the opportunity to get more feedback. In the end, we felt that there was a significant interest in providing consumers with a one-tap payments experience to make it as easy and quick as possible to pay. 3. Incentivize Your Beta Launch Partners The payments market is already crowded with many companies competing for market share and growth. Do you think you can recruit beta partners without any incentives? Why would they take part in your beta and invest time and resources to support you? We found out that when launching a new feature such as in-app payments, it proves to be harder to secure launch partners if you are not providing them with an incentive to take part in the beta. Integrating payment services requires more effort than just a couple of days development work. The easiest way to soothe the pain is to find a way to support your beta partner financially. Additionally, to make it more appetizing, it can be effective to put a co-marketing plan in place. We ran a test that very quickly revealed that it’s not sufficient to just enable Amazon Pay on an App and wait for consumers to use it. The best way to drive consumer usage is to work with merchants on a co-marketing campaign to drive awareness and let everyone know that you support a new alternative payment option on your app. For example, we prepared a joint press release for the beta launch with Vueling Airlines. Vueling used the opportunity to announce that they are the 1st airline in Europe to use Amazon Pay. 4. Create a Sense of Exclusivity You might be thinking that the more beta partners you have, the easier it will be to gather more data and get plenty of feedback. This approach might work well with consumer products, but it’s not as effective in the B2B payments market due to the integration effort. The reality is that it requires more effort to convince merchants. Beyond incentives which we touched on earlier, placing a limit on your a number of launch partners gives them a sense of exclusivity. Looking at the science of persuasion, Dr. Robert Cialdini teaches us that “scarcity” is a powerful way to influence people. Even before reaching out to merchants, we all agreed on a set number of beta launch partners across all regions. As a guideline, if you look at five to ten beta launch partners, you should be able to collect enough data and feedback. 5. Get Solution Providers on Board Your job is not done by simply securing your beta launch partners. What do you do if an e-commerce brand wants to work with you, but doesn’t have the resources to integrate your service? What if all development work is outsourced? A significant amount of e-commerce merchants are outsourcing their in-app development work to external agencies or solution providers. That is the reason we also focused on collaborating with solution providers to integrate our service into their mobile development platform and to gather some additional product feedback. The beauty of integrating into an existing mobile development platform is the broad access and distribution. That gives you immediate access to new additional e-commerce merchants and helps accelerate your growth once you launch publicly. For example, up and coming mobile platforms such as Shopgate give you access to over 4,300 live native apps globally. 6. Prepare a Demo to Get Them Excited Even though your product beta is not ready yet, you still need to help merchants visualize the user experience. Initially, we tried and tested if a pitch deck with screenshots would be sufficient, but very quickly we realized that we needed a demo to visualize the entire user experience from start to finish. We recorded a video to show the journey end to end and included in the pitch decks all possible user scenarios to gather feedback on whether our approach was meeting the expectations of merchants. This was quite useful as we could easily share the video over email to give them more time to review the journey in detail and gather the feedback from all stakeholders. 7. Provide Access to Sandbox to Gain Commitment Providing access to your sandbox environment and distributing integration guides might not seem that important, but in reality, these elements are key to gaining commitment. Even though we defined all the relevant items such as incentives, demos, and timelines, it turned out to still be challenging to get a formal commitment until we were able to provide merchants with a working Sandbox environment with all the technical documentation. Most merchants who were interested in working with us requested an Android and iOS integration guide to explore the integration effort in more detail. Only after having clarified these elements, we were able to find a suitable agreement. 8. Adopt Culture of Ownership Why is your company culture an important factor in the success of your product launch? Success is a team effort. Skills and experience are certainly important, but not enough to succeed in our day and age. Ownership is one of the most important leadership principles at Amazon and a great contributor to Amazon’s success. It’s a reminder to look at the long-term value instead of short-term results. More importantly, everyone is encouraged to take ownership in stepping in and helping others to drive projects forward. This also means adding value beyond their team. We had the intention to expand Amazon Pay into France, Italy and Spain, but we were still missing sales resources for this beta launch because hiring took longer than expected. You can find the recent announcement on that here. One of my colleagues in Germany and I stepped in to drive the beta launch forward by defining missing processes, and hiring and securing launch partners until new hires were in place. This helped to keep the set deadlines. 9. Be Aware of Market Shifts Even though you might be planning your next launch, it’s still important to keep an eye on the market to anticipate any changes. This is exactly the situation we faced. The market didn’t evolve as expected. The market opportunity was smaller than expected mainly because of these two reasons: A. Consumer Adoption More recent stats reveal that the consumer adoption of mobile payments is lower than we initially expected. I am not taking into consideration P2P payments because sending money to friends is a different use case than paying a merchant/retailer. From a top level perspective, the mobile payments consumer adoption was below industry expectations. According to a recent study from Globalwebindex only 6% of consumers used Apple Pay in Q4 2016. Particularly in the UK the high adoption of contactless cards is impacting mobile payments. For small purchases up to £30, it’s quick and easy enough to use your contactless cards. Even though the majority of UK consumers use their phones to browse, they don’t yet trust their phones enough to make a payment. Recent stats show that consumer trust for mobile wallets has even gone down. Moreover, consumers still trust their contactless cards over their mobile phones. Market feedback revealed that few consumers are using existing retail apps for their purchases. Most consumers are using chat, social, and entertainment apps. Moreover, there are also a couple of restrictions that impacted the market size. Most in-app digital purchases would occur via the iOS or the Android app store, like in-game purchases or digital purchases such as Spotify music subscriptions. That meant that our main playing field was smaller than expected. B. Retail focussed on In-store Mobile Payments The majority of e-commerce retailers were concentrating on implementing Apple Pay and Android Pay to drive more in-store sales by enabling their contactless terminals to support NFC payments with your mobile phone. It also appears that the vast majority of e-commerce retailers preferred to choose payment providers who can cover multiple channels at once such as in-store, web, and app. Six Takeaways From Launching In-app Mobile Payments Launching an in-app payments product is complex. The more you can soak up market feedback and be flexible in adapting your go-to-market approach, the greater your chances of success. Here’s six key takeaways from my experience: A phased launch will protect you from any major failures. Be prepared to set aside a budget to incentivize your beta launch partners. Get solution providers on board early to scale your reach and penetration quickly, once you are ready to launch publicly. Don’t underestimate the importance of providing a sandbox environment early on with all the necessary technical documentation, and be open minded about reviewing your product feature prioritization. By fostering a culture of ownership within your team, you will be able to face challenging moments and come out victorious. In the heat of the moment, never forget to have an eye on where the market is evolving. The ideal scenario is to gather quantitative and qualitative feedback to shape your product according to the market demand.

Product management isn’t a very well-known occupation—at least among college students. On top of that, it seems like unless someone has been a product manager or has worked directly with a product manager, people have a hard time defining what exactly a product manager does. I first heard about product management in my freshman year of college, and since then, I’ve had the amazing opportunity to work at both AppFolio and LIKE.TG as a product management intern, learning firsthand what product managers actually do. At both LIKE.TG and AppFolio, I’ve been able to observe many successful product managers, and it seems like there are several similarities they all share. 1. Cross-Functional Collaboration First, they work cross-functionally with several different teams, mainly with UX/UI, sales and marketing, and developers. From my perspective, a product manager’s job seems to involve developing a strategic vision and then actualizing that vision, which involves the help of all the different teams. At LIKE.TG, product managers actually seem pretty hands-on, taking on some of the responsibilities of the different teams, and mainly helping with UI design and assisting with quality assurance testing. hbspt.cta.load(3434168, 'a6df8971-315b-4e8c-ad02-5e133239bfda', {}); During my internship, I was able to experience this cross-functional teamwork. I worked with the UX/UI team, reviewing designs and suggesting changes. I also worked with the QA team to help test new features before they went out to customers, and helped write several Pivotal Tracker stories to document bugs and fixes. For some of my other projects, I worked with sales and marketing to improve lead generation and I helped with user data analysis. Interestingly, according to our 2017 Product Planning Survey Report, the most common challenge PMs face involves working with different teams. 2. Customer Interview Skills Second, product managers are expert interviewers. They’re constantly asking customers for advice and feedback. Don’t know what functionality a feature should have? Ask a customer. Don’t know which interface is better? Ask a customer. Want to know how to expand the product to fit user needs? Ask a customer. Since it’s the customers who are ultimately using the product, it seems like good product managers actively listen to their customers and build their feedback into the product. That being said, sometimes the customer is not always right, and a product manager’s job is to analyze customer feedback to find the root of the problem and implement a solution with the biggest impact. Tweet This: “Good product managers are expert interviewers. They’re constantly asking customers for advice and feedback.” A large part of my summer internship actually involved interviewing customers. Some of these calls were exploratory, some were for validation, and others were simply to ask for feedback on existing features. Finding customers to interview leads us back to the idea of cross-functional teamwork. Customer support, sales, and marketing are departments that are very customer-facing and, as such, can provide valuable input as to which customers PMs should contact or highlight feedback they’ve already received. Since LIKE.TG is a startup, it’s easy for product managers to go directly to each department since they know everyone on each team so well. At AppFolio, it seemed like product managers had one or two go-to people in each department that they sought advice from. 3. Prioritization Practice Third, product managers know how to prioritize features for implementation. How product managers prioritize varies from product manager to product manager, but I’ve noticed that the PMs I’ve worked with tend to prioritize features based on customer demand and company goals. At the root of it, product managers oversee a product, or parts of a product. They’re in charge of determining what features the development team should build, working with UI and UX to figure out how to streamline the interface and overall user experience, and ensuring the product makes it to market. Once the features are out for the customers to use, product managers must compile customer feedback and ensure the success of the features, iterating and changing the features to meet changing customer needs over time. After working as a product management intern, I now have new insight into what it is product managers actually do. I’ve enjoyed my internship at LIKE.TG very much—so much so that I now know I want to become a product manager after finishing my computer science degree. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"});

LIKE.TG asked product managers from hundreds of companies about their product planning process. We collected their responses and crunched the numbers to give you an exciting glimpse into the current state of product planning with our 2017 Product Planning Report. The full report is broken down into five detailed chapters covering everything from planning and prioritizing product initiatives to communicating them on your product roadmap. We thought it would be helpful to cover some of the highlights here on the LIKE.TG blog. Download the full report below to get even more product planning insights! Overall Trends One of the themes we noticed was a shift toward a more agile approach to product management. The days of massive requirements docs and static roadmaps are gone. A majority of the product managers we heard from update their roadmaps on a monthly basis—a far cry from a fixed, annual plan. Regardless of company size, industry, etc., product managers are changing and sharing their roadmaps more frequently. Beyond dealing with faster product development cycles, product managers identified staying aligned with other teams, most notably UX/UI, as a major challenge. This makes sense, given the cross-functional nature of their role—part product owner, part consensus builder, part communicator, etc. It’s hard to keep everyone on the same page, but roadmaps can help! “Keeping internal teams on the same page is our biggest challenge.” — Product Manager at a medium-sized software company with 2-5 years of experience Here at LIKE.TG, we were happy to see that many product managers are adopting dedicated product roadmap software. For the 2017 Product Planning Survey, specialized roadmapping software surpassed PowerPoint, Excel, and other tools, as the primary way product managers are creating their roadmaps. As product managers continue to face the challenges involved in managing a constantly growing backlog, faster development cycles, and an increasing number of stakeholders, the benefits of roadmapping software are becoming more obvious. Planning Prioritizing For product managers, planning and prioritization is as critical a part of the product development process as ever. Our survey findings indicated that companies that utilized some dedicated model, whether that was value vs. effort, the Kano Model, opportunity scoring, etc., were more likely to accomplish their strategic goals. This would suggest that it’s less about the specific planning and prioritization methodology used, and more about the team making these activities a critical part of their workflow. Tweet This: “Companies that use a dedicated roadmap prioritization model are more likely to accomplish their strategic goals.” Our survey indicated that strategy is primarily set at the top of the organization, with 85% of companies stating that the executive team is responsible for setting strategic goals. Goals become more granular as they trickle down to functional teams, moving from executives, to product teams, and finally to sales, marketing, engineering, and finance. Though strategy starts at the top, we found that teams at all levels are more likely to meet their goals when they allot the time and resources required for effective planning and prioritization. Another interesting detail around planning was that most teams used a 3-12 month timeline for strategic planning, signaling the need for more frequent roadmap updates and more dynamic product management tools. In short, product teams need flexible tools that can keep up with their organization’s pace of innovation. Crafting the Plan Part of our report focused on the methods, tools, and timelines companies are using to build and maintain their product plans and roadmaps. As mentioned above, the use of dedicated roadmapping software has doubled compared to our 2016 survey. Roadmapping-specific applications have overtaken PowerPoint as the primary way companies build and manage their product roadmaps, driven by the need to update and share their roadmaps more frequently. On the other hand, our survey found that teams that use drawing tools to create roadmaps are more likely to be unsuccessful at meeting their goals compared to companies using other tools. In terms of timing, significantly fewer roadmap owners updated their roadmaps on an annual basis, compared to 2016. The most popular cadence for updating roadmaps in 2017 was monthly, followed by quarterly, then weekly. We found that product managers who plan with timelines less than 6 months are more likely to meet their organizational goals. With this faster cadence for strategic updates, it’s not surprising that product managers are adopting more specialized, product-oriented apps. Communicating the Plan Beyond planning and prioritization, we asked our survey participants to let us know how they’re approaching the communication of their product strategy. For product managers, roadmaps ensure that teams within an organization are in alignment with high-level strategy. Many participants emphasized the importance of having a roadmap that is easily and quickly understood by non-product stakeholders. Interestingly, the primary goals for roadmaps shift a bit depending on company size. According to our survey respondents, small and mid-market companies are mainly using product roadmaps as a means of prioritizing features and initiatives. Enterprise companies, on the other hand, are typically using roadmaps to communicate high-level strategy. With more functional teams and stakeholders, communication across Enterprise organizations becomes more challenging and more critical. Despite their differing use cases, all three market segments—78% of respondents—identified the executive team as the primary audience for roadmaps. Looking Forward Product managers face a significant set of challenges moving forward. Faster and faster product cycles. Continuous development. Competition. Market shifts. Looking ahead, success seems to hinge on adopting a more dynamic and adaptive approach to product management. At the Enterprise level specifically, product managers face more stakeholders, geographically distributed teams, and other concerns for security, seamless integration, etc. These factors, coupled with multiple product lines, makes having a single, standardized process around product strategy and communication crucial. Thank you to all of our survey respondents for their participation. Stay tuned for the next survey participation request in the coming months! Click here to view and download the full 2017 Product Planning Report. How do our findings compare to your day-to-day experience as a Product Manager? Please share your thoughts in the comments section.

Why Do Product Managers Assemble a Roadmap? As a product manager (PM), you need to know where you are, where you’re going, and what needs to be done along the way. A good PM moves fluidly between the resolutions of now, next, and later to avoid getting stuck in tactical execution. But, product managers are tired of spreadsheets, presentations, and wikis to communicate their product vision. They want to convey the big picture but are stuck in the weeds. You might relate to the struggles below: Spreadsheets are great for organizing and prioritizing but bad for communicating a vision Presentations take time to produce and are static documents that are hard to share Wikis and other documents are disjointed and hard to keep updated Getting company alignment is an uphill battle There is rarely a single source of roadmap truth In that sense, a good product roadmap is a polestar for product teams. It keeps us connected to the longer-term vision so that we don’t get lost in the day-to-day. It’s the strategic counterpart to task lists and opportunity backlogs. A Step-By-Step Guide to Assembling Your Product Roadmap 1. Collect Inputs We start by collecting inputs. Inputs come from different sources. Customers are constantly giving their input. We’re gaining insights and gathering information from our key internal stakeholders (like the sales and marketing teams), as well as key external stakeholders (like our investors). We have to collect data and analyze that data. We’re looking to our competitors, both existing and new, and we’re looking to the cultural landscape and the technology trends that are emerging. All of that information is coming at us constantly, and as we gather it, it forms the foundation for our plan of action, which is what the roadmap really is. 2. Establish Objectives Once we have collected our inputs, we need to parse the information into clear objectives. Objectives may be set for the company itself, for the department that we’re working in, for the specific product that we’re involved with, or even the specific feature that we own as part of that product team. Objectives are broad, ambitious goals that can inform meaningful discussions about what kinds of projects or releases might actually realize those goals. 3. Determine Outcomes A core tenet of Agile is “outcomes over outputs.” The objectives we establish are only as good as the impact we expect them to make (to our customers, to our business, to our future). Determining outcomes helps us set and prioritize the right objectives. 4. Measuring Outcomes / Iterating As (and after) we execute our planned roadmap activities, we should be measuring the actual outcomes of our work. Those results become new inputs to inform the process. This is the cyclical nature of roadmapping. hbspt.cta.load(3434168, '53ae44b5-ec4d-4ff8-9d1c-56626297bb4c', {}); Roadmap Iteration Frequency Different organizations iterate on their product roadmap at different intervals. Some teams might update their roadmap quarterly or every couple of weeks. Early-stage startups experimenting their way to product-market fit typically don’t even roadmap beyond six months into the future. By contrast, enterprise organizations and hard product manufacturers may be working with five or seven-year-long roadmaps. Whatever the frequency, however adaptive the team, the contents of a roadmap are highly subject to change, but the process remains relatively constant. Vision Before you can establish objectives, you have to have a vision. It’s altogether possible, depending on where you are in your own product lifecycle or at what point you joined the current team that you’re working on, that you may be inheriting a product vision that’s already been established by the company, or it may be incumbent upon you and your team to help reinvigorate that vision. If you’re a founder or product manager in a new startup, you may very well be part of the team that’s trying to establish the product vision. The product vision is like an umbrella that spans over the top of the entire roadmap. It’s the ultimate state of being we are perpetually working toward. There are a few really great techniques you can try for determining your product vision: Press Release Format Elevator Pitch Vision-Box Magazine Review These exercises may seem corny to some, but envisioning is a necessary process for going beyond granularities toward big-picture thinking. At 100 Product Managers, the vision is to become the most beloved place to gather product managers in community and conversation. Today, we’re articles, and we’re podcasts, and we’re free tools, and we’re resources, but the vision that stretches out over our entire roadmap is to create a robust community of highly engaged individuals sharing ideas and supporting each other. hbspt.cta.load(3434168, '5894a003-79ce-4ea3-9804-dae280a96106', {}); Annual or Quarterly Themes Months and years are the temporal increments that help you realize your vision by tackling it in smaller bits. We call these smaller bits, themes. Establishing themes is a powerful way to get entire teams or departments sharing the vision. And for that exact reason, themes should generally be succinct and actionable so that people can get excited, not confused. I like to think of themes as locker room cheers. Short sentences that end with exclamation points and result in teams charging the field. In his book, Mastering the Rockefeller Habits, Verne Harnish sets up a really simple framework for both establishing and limiting roadmap themes. He suggests that for any given period you should have one internal and one external focus, and not more. Obviously these rules can change depending on the scale of the organization, but in general, the practice of limiting themes is important for promoting focus. External themes drive outbound efforts. Some examples are “get funding!” or “keep employees!” or “drive referrals!” Internal themes drive operational behaviors. Some examples are “better production!” or, perhaps, “cheaper production!” or “improved process!” Whereas the product vision is highly unlikely to change from year to year, or even at all (if it’s big enough), themes should change annually and quarterly. Themes create the bedrock of your roadmap. Mapping Projects to Themes Once you have determined the annual and quarterly themes, you can begin to map your planned releases, projects, or initiatives to those themes, or brainstorm new ideas out of those themes. Mapping your initiatives will help you better identify those projects which are just simply out of focus. However, most organizations don’t suffer from too few planned initiatives. If your initiatives are starting to pile up, this is a good opportunity to leverage a prioritization framework such as 2×2 grids or weighted scoring to further eliminate low impact ideas. In my opinion, it doesn’t really matter what framework you use for prioritization, so long as you use a framework. What I’ve discovered in working with teams, is that nothing deflates morale more than a seemingly arbitrary process of prioritization, which doesn’t typically foster good team relations. hbspt.cta.load(3434168, 'e1e87713-3763-4c27-8f73-f817614e5f52', {}); So pick an approach, establish and agree to it with your team, and release the low priority ideas from purview. Now is the time to execute! Backlogs are not Roadmaps Some organizations refer to their product or opportunity backlogs as their product roadmap. A backlog or a list of feature ideas inform roadmap planning, but should not be confused with a true product roadmap. Bottom-up tactics don’t typically lead to a coherent upfront strategy. If you’re using great tools like LIKE.TG for your road mapping and Pivotal Tracker for your software delivery process, you can integrate them together and easily “telescope” (a term that I like to borrow from Amazon’s Jason Meresman, which describes the act of switching focus between present and future) between your backlog and roadmap while keeping progress in sync on both sides. Measuring Outcomes Using OKRs Themes and initiatives give direction and priority to our roadmap but generally fall short in providing quantitative or qualitative measurements for assessing outcomes. This is where the OKR framework can help. OKR stands for Objectives + Key Results. OKR is a syntax for goal setting that anchors broad, ambitious goals (objectives) to specific measurable outcomes (key results). Here is some example OKRs: Objective: Widen the appeal of the product! Key Result: Increase new registrations by 10% Objective: Create a best-in-class experience for our vendor partners! Key Result: 50% adoption rate for online vendor orders Objective: Become a better product manager! Key Result: Attend 3 product management workshops in Q4 The idea behind OKRs is to define a way for the team to understand (and share in the understanding of) where the finish line is. OKRs tell us how we will know when we have accomplished our objective and when it’s time to set new targets. If you’re keen to learn more about the concept, I can’t recommend a better book for understanding OKRs than Christina Wodtke’s Radical Focus. Best Practices for Documenting and Sharing Your Product Roadmap Guide So you have a roadmap, you’ve defined your OKRs, and you’ve established a shared understanding. There’s one more piece that you need, and that’s actually sharing the information with others. In fact, one of the biggest reasons roadmaps fail is because most people in the organization never get to see them. Good roadmaps: Are easily shareable Are easily refactored Provide transparency Remove obstacles to change (which is inevitable when roadmapping) and embrace tools that make your roadmap easy to share, update, and access. Timelines Keep your timelines high-level. The roadmap is usually the worst possible place to make specific commitments like, “Yes, go ahead and put in that media buy,” or “Yes, go ahead and take out that loan,” or “Yes, go ahead and hire that whole new developer team.” Because when we’re roadmapping, we’re in the widest part of the cone of uncertainty—usually out in front of project details by several weeks or even by several months. For that reason, we want to keep projects and timelines high-level and conservative across larger slots of time. In fact, some organizations remove specific timelines altogether in favor of the Kanban approach, which really means, “We’re working on what we’re working on until it’s finished, and then (and only then) will we work on whatever is next.” Regardless of format, resist the temptation to use roadmaps for providing absolute deliverables, and instead use them to communicate the direction. Why Do We Assemble a Roadmap? So what are some uses for a product roadmap? Share the product vision and tell the world where we’re headed. Identify possible resource gaps…in advance! Communicate when certain features are going to be released. This is super helpful for sales and marketing teams that are busy trying to grow and maintain customer interest. Declare End of Life plans. Google is notoriously bad at this. Microsoft is great at it. Be like Microsoft. Indicate when a new market segment is going to be addressed, for creating shared understanding amongst teams, and for getting buy-in from stakeholders. Keep outside partners informed. Takeaways Roadmaps start with inputs, which we collect from various sources. Then, inputs lead us to a series of annual and quarterly themes, which can inspire many epics or project initiatives. You should prioritize releases based on impact and made measurable using accountability frameworks like OKRs. If you’re new to product management or the process of roadmapping, you may discover that roadmapping is hard. Roadmapping is a highly strategic kind of exercise. It’s business-driven and necessarily holistic. If most of your experience to date has been in coordination roles, or you’re an associate product manager, or you’re new to the process, or you haven’t really been invited into the “war room,” a lot of you may struggle to try to put all these pieces together. That’s ok. Know that it’s to be expected. Let yourself off the hook and consider this advice: Sign up for a free trial of LIKE.TG. Use it to build a roadmap for your own personal or career goals. Bookmark this article and revisit it as often as you like. Practice. Trust the process. Download Building Your First Product Roadmap ➜ hbspt.cta.load(3434168, 'a81908bd-d7dd-4be2-9d7e-cb09f3f90137', {});

In my 12 years as a software product manager for Sonos, I benefited from an established company vision and strategy-based team roadmap. As a result, we created innovative and highly successful products. The Sonos vision, which has stood the test of time, is straightforward: to fill every home with music. From there, my fellow product managers and I developed a set of product strategies that allowed us to identify the products and initiatives that would translate to an executable product team roadmap. What is a Strategy Roadmap? Before diving in, I thought I’d quickly align on what I mean by “strategy-based roadmap”. This particular roadmap serves as the link between the product strategy and the execution plan. The main content on this roadmap is the key outcomes and the timing around their delivery. A strategy roadmap expands on the “why” around upcoming product changes in order to achieve the strategic vision. I’ll explain how to convey these outcomes on your roadmap further in this blog. My Experiences With a Strategy-Based Team Roadmap A vision statement illustrates why the company exists. From the vision statement, product managers can derive specific strategies that cover different areas of the product. For example, at Sonos, one of our product strategies was focused specifically on apps, and we used it to help determine which platforms to support. Keep in mind this was before the days of iOS and Android. It was a strategy that served us well for many years; however, after the emergence of smartphones, we floundered a bit because that strategy no longer helped us effectively prioritize our customers’ problems. Therefore, it was incumbent upon us to replace that outdated strategy with something that would serve us for the next few years. This is no small feat, by the way. (If you need help defining or redefining your strategy, I highly recommend using Matthew May’s Playing-to-Win framework as a starting point.) Tweet This: “Grounding your roadmap in strategy can help you grow your team by showing the value each person can add.” To better illustrate how Sonos’ roadmap was guided by strategy, we structured our roadmap based on its strategies. This allowed us to tell a compelling story about the roadmap that was clearly tied to the company vision and resonated more easily with our stakeholders. Strategy Based Roadmaps as the Lone Software Product Manager When I first joined Sonos, I was the only software product manager, and I was responsible for the entire software roadmap. I managed everything from the software running on the speakers to the apps that controlled the music to securing music partnerships and leading them through API implementations. Over time, we grew the team and decided to hire product managers specializing in specific areas, such as music partnerships. Because we grounded our roadmap based on our product strategies, it was easy to show the value that each new hire would bring to the team. In addition, they would be responsible for a dedicated set of initiatives within our roadmap. Read the Strategic Roadmap Planning Guide ➜ hbspt.cta.load(3434168, '06f68ad8-23a4-4d4e-b15a-e578f0f8adaf', {}); 4 Steps to Creating a Strategy-Based Team Roadmap 1. Lead with your vision and strategies. Have you ever seen a group of tourists following a tour guide waving a brightly colored flag? As a product manager, you need to be like that guide. It’s your job to make sure a) everyone following you know the right direction and b) that you’re all moving together as a team. Learn more about developing and communicating your product strategy in this LIKE.TG webinar: In every presentation you give, don’t even show a glimpse of your strategy-based roadmap until you’ve reminded everyone of your company’s vision and product strategies. Yes, this may seem very repetitive, but if you work at a growing company, for example, you need to use these meetings to educate everyone about why you are here. But, again, this is crucial for making sure everyone is moving in the same direction. 2. Tell your story thematically. Let’s use an imaginary example and pretend we work at a company that is creating the next generation of car stereos connected to the internet. The company’s vision is “Enjoy your favorite music, everywhere you go.” To achieve this ultimate result, we’ve come up with the following product strategies: “Enjoy easy access to all streaming audio services.” “Superior sound quality” “Smart displays for a better experience” As you contemplate how to create your roadmap, remember that it should not be a long list of product features. Instead, the roadmap should be high-level, and it should help you tell your product’s story. Consider breaking the phases of your strategy roadmap into themes. As LIKE.TG co-founder Jim Semick explains, “…by grouping initiatives together into themes, you can organize your roadmap in a way that describes the value to customers and other stakeholders. In addition, themes can help you put together a roadmap that creates a story–the why behind what you’re proposing.” Themes also allow you to present what your team will deliver. This could enable your marketing team, for example, to plan their stories for driving customer acquisition and user retention. Have you ever had a conversation with your counterpart in product marketing about some shiny new object your team is building, only to see their eyes start to glaze over as they try to understand why what you’re describing will matter to your customers? Socializing your roadmap based on themes allows your stakeholders to quickly understand the value your team (and company) will deliver. Boil your strategies down to their very essence to create a set of themes. Tweet This: “Boil your strategies down to their very essence to create a set of themes.” In our example, this could look something like this: Tips for Creating Themes: Limit the number of themes you have. Two is probably too few; seven is probably too many. Keeping it simple and concise allows you to capture what really matters and focus on the higher-level goals. Details such as mock-ups belong in your backlog. Involve stakeholders in the process. Of course, you should involve your stakeholders in the roadmapping process but start earlier by including them in the theme identification process. I recommend doing this by first identifying key parts of your product’s experience, such as set-up and onboarding. Include people from your customer success team, too. Often, they can help identify pain points that may otherwise be overlooked. Themes should be directly tied to clear outcomes. What are the KPIs you will measure? For example, if your company measures success based on a Net Promoter Score, can you tie one or more themes to that? Based on the themes and KPIs, you and your team can work together to identify the tactics. Your tactics could map to your team’s backlog. Include a description of your themes to avoid any possible ambiguity. For example, the theme ‘Voice Control’ from above may mean different things to different people. Provide a brief description that helps your stakeholders understand what you mean. hbspt.cta.load(3434168, '5894a003-79ce-4ea3-9804-dae280a96106', {}); 3. Focus on problems, not solutions. Another easy trap to fall into, especially if your company is used to shiny object syndrome, is feature-based roadmaps that focus on the solution, not the problem. Here’s another example of why being a product manager at Sonos was so awesome: we clearly defined the role of the product manager as the one who defines what needs to be solved and why. Our UX team and our software developers were responsible for defining how those problems were solved. Together, we were able to create great products our customers love. 4. For every strategy, a swim lane. Continuing with our example of smart car stereos, you could create a roadmap with each of the three strategies in its own row (or swim lane, as I like to call them). For example, it could look something like this: Strategy Based Roadmap Takeaways Now and then, a tour guide sees something of interest or encounters a roadblock and decides to change direction. One of your many responsibilities as a product manager is to lead teams through those moments of ambiguity and change. Although your company’s vision should be evergreen and serve as the anchor that holds everything together, your strategic roadmap needs to be a living document reflecting current conditions. Things change. Priorities will shift. It would help if you were out in front, leading the way. Themes that are strategically focused allow you to get buy-in from your stakeholders more effectively. Just remember, feature-specific roadmaps can get you into trouble by focusing on tactical solutions rather than strategically focused outcomes. So keep your eyes focused on the bigger, strategic picture, wave your flag proudly, and make sure everyone is following you on your path to success. hbspt.cta.load(3434168, '1f74539e-d4fc-4cb3-97c6-fd86de2bf62e', {"region":"na1"});

You’ve carefully curated your product management career trajectory. You’re a full-grown professional with valuable life experience. You know what makes a great product manager and you’ve carefully studied product management strategies and insights from industry thought leaders. But there’s one group of product management gurus you’ve overlooked: Kids! Many adults will humbly admit that kids can teach us so much about life, like how to slow down and enjoy a moment, how to find beauty in simplicity, and just how loud mom can yell when she really makes an effort. Truth be told, there’s a vast amount of knowledge to be gained from kids on the product management side of things, too. Here are 12 valuable lessons kids can teach you about being a better product manager. Product Manager Lesson #1: Be curious. Kids are naturally curious. Spend five minutes around one and the barrage of questions will literally make your head spin. They want to know how things work and why they work that way. As a product manager, you’ve got to rekindle that long-suppressed desire to know everything about everything and really get to the heart of who, what, when, where, and why. Lesson 2: Don’t get stuck in the past. Kids aren’t stuck in the past. How could they be? Their past consists of the peanut butter and jelly sandwich they ate for lunch. As a result, they don’t get tangled up in the dangerous “this is how we’ve always done things” creativity killers. Sure, product managers should look to the past to learn from past product failures, but not to create a narrow view of the future. Lesson 3: Find creative solutions. Being a kid is a tough job. They have no personal experience to fall back on. And despite the fact that adults were once kids, too, it’s sometimes hard to help because most of us have forgotten what it’s really like to be a kid. Yet, kids bravely tackle challenges by immediately seeking creative solutions that aren’t bogged down by rules. Tweet This: “Product managers, take a cue from kids! Seek creative solutions and don’t be afraid to fail.” The solutions don’t always make sense to adults and, yes, the solutions might even defy logic and gravity or break a few basic safety rules, but they are nothing if not creative. Kids take their ideas and run with them full throttle. Product managers don’t have quite the same level of creative freedom, but you should still be brave and flex those creative muscles. Lesson 4: Don’t be afraid to fail. Imagine if kids were afraid of failure. They’d never grow up. Kids learn to do almost everything by failing (or falling) first. And when they are very young, they aren’t embarrassed about failure either. What a blissful period of life. As they grow, they continue to build a skillset born of bruises and skinned knees. Focused and determined, they keep trying until they get it right. Sitting up. Crawling. Walking. Running. Riding a bike. Holding a pencil. Writing their name for the first time, shaky letters floating across the page. The list goes on and on. Kids might cry real tears in a frustrated heap on the ground, but they get back up, dust themselves off, and try again. Be fearless in the face of failure (and of learning). You were once that child who looked failure and fear in the face and pushed forward to stand tall on wobbly legs. Lesson 5: Observe the world. Kids are keen observers. From an early age, they carefully watch and study the people and activities in their environment. First, it’s to create a blueprint for their own development; later it’s a form of espionage to hold adults accountable for the occasional salty word muttered during a hectic morning commute. Product managers need to practice this art of observation to understand how their people (aka product users) navigate their products. Lesson 6: Leave your mark. Kids are intrigued by the impact they have on the world around them. From moments as simple as walking through a puddle and leaving wet shoe prints on the sidewalk to more complex social situations like knocking over another kid on the playground and then seeing him or her cry, kids marvel at their own power to leave their mark. Product managers have the power to impact and change the world, too, in significant ways. Marvel in and take advantage of that opportunity. Be mystified by your ability to leave your mark. Lesson 7: Get a little obsessed. Dinosaurs. LEGOs. Captain Underpants. Kids can get really obsessed. And they like to talk about their obsessions ad nauseum. In the product world, you might call this process evangelizing an idea. Kids talk about and explore their latest obsessions with anyone and everyone who qualifies as a lifeform: you (even if you’re not in the same room, haven’t had coffee yet, are sleeping), cashiers, librarians, the neighbor’s dog. It really doesn’t matter who the idea is shared with. The point is to share the latest obsession with the entire world. If you’re a passionate product manager, this shouldn’t be a problem. Lesson 8: Unify the masses. In-laws, spouses, great aunts, and second cousins once removed don’t always see eye to eye on family matters, but despite sometimes complicated family dynamics, kids have a way of bringing everyone together. Think of the school play that runs a little long. Or a soccer game in the rain. If the kid is there, there’s no better reason for everyone else to be there too—unified and focused on the same goal. Relationships within companies can be similarly complex, and product managers have the power to bring everyone together, working towards a unified goal. Lesson 9: Be optimistic. Kids sometimes have a hard time taking no for answer. To kids, no almost always means maybe. This ability to see possibility, however remote, is key for product managers—especially when facing stakeholder pushback or an idea that just isn’t quite polished. Lesson 10: Don’t limit yourself. Give a kid an option or two, and she’ll think up three or four more on the spot. Kids are idea generators, and their creative minds aren’t limited by much of anything, which means ideas just spill out, often in the moment. Peel away constraints like common sense, hard-earned experience, and your collection of filters and internal sensors, and see what happens to your ability to think of new ideas on the spot. Lesson 11: Never stop learning. From birth onward, kids are students of life. They have to be for their own survival. But somewhere along the way we adults lose this sense of curiosity about the world around us and the insatiable drive to learn more. Once we establish ourselves as functional adults in the world, our pace of learning can slow down. Product managers need to resuscitate that hunger for knowledge and reawaken their craving for greater understanding. Lesson 12: Make connections. Last but not least in our product manager lessons, kids learn through connections and do best when interacting with others—parents, teachers, and friends. Product managers, too, do best when connecting and collaborating with others. Your ability to do your job effectively depends heavily on your ability to bring people and ideas together and move things forward. Kids have a lot to teach adults about the fundamentals of product management. Put these 12 lessons to use and see what happens. And don’t forget: You were once a kid, too. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"}); What valuable product manager lessons have kids taught you about product management? What other unexpected sources have been helpful throughout your product management journey? Share them in the comments!

This week, more than 3,500 attendees from 50 different countries arrived in San Jose, California for the 2017 Atlassian Summit. Events like these are an excellent opportunity for product managers to interact with reps for popular product-oriented tools like Jira and Confluence, chat with their own customers and prospects, and interact with product folks from other organizations. LIKE.TG sponsored the event and team members were on hand to chat with visitors about roadmapping best practices, attend workshops, and more. It was a great experience and we thought we’d share some highlights from the Summit along with some advice about events in general. Here are eight tips to help product managers make the most of their next event experience: 1. Meet new prospects. Approach and chat with attendees who aren’t your customers. Figure out their motivations for attending the event, if they’re happy with their existing toolstack, or if they’re looking to solve a specific problem. Are they using one of your competitors? Why? Are they in an adjacent market you might be targeting in the future? This doesn’t mean every interaction needs to be a sales demo. Think of these chats as mini interviews and think of the event as a fact-finding mission where discovery is the primary goal. Bonus: Schedule meetings or social events with local prospects ahead of the event to ensure you make the most of your travel. 2. Be a customer for a while. If you’re headed to a large branded trade show like Atlassian Summit, you’re likely to run into representatives from other sponsoring companies. It’s a great opportunity to play the role of customer and offer feedback, discuss upcoming releases, and updates to strategy. We were happy to meet with executives and product managers from Atlassian to discuss our ongoing partnership, shared values, and enhanced integrations with Jira and Confluence. Your day-to-day life as a product manager means you eat, sleep, and breathe your product, but you also use lots of products as a customer and events can be a great opportunity to switch hats and offer feedback to someone else! 3. Meet your customers. For your existing customers, use the event as a research opportunity to get product feedback, refine your user personas, and give your customers a friendly, human face to associate with your product. Figure out why your customers are attending the event. Why are they here? What are they looking for? Are they evaluating new tools, exploring alternative solutions, or just catching up socially and collecting swag? Their answers will likely vary by segment, industry, role in the company, etc., but events are generally a great way to informally meet your customers and deepen your relationship. During Atlassian Summit, we met some of our customers who provided a lot of friendly (and useful) feedback on ProductPlan. Starting a conversation at an event means you can easily pick up where you left off when you get back to the office. On that note, it’s great to take notes during the event, both for your own reference and to share with your team after the event. We recommend creating a new chat room where you can quickly share ideas with your team back at the office during the event. One of the key points Atlassian co-founder and co-CEO Mike Cannon-Brookes made in his product-focused keynote presentation was that “the best way to understand a company’s culture is through its people.” We recently wrote a blog on things a product manager should do in their first 30 days at a new company and one of our recommendations was to figure out where your customers spend their time. The events they attend certainly fall under this recommendation and chatting in person is a great way to understand your customers and their respective company cultures. 4. Be transparent with fellow vendors. Atlassian emphasized during the Summit that “open work helps teams work better together.” In other words, transparency can lead to efficiency. For vendors, this means networking with other vendors, even, in some cases, your competition. You have something in common with at least some of the other vendors in the room. You probably have some customers in common. They’ve probably tackled similar challenges or opportunities that you’re currently facing, i.e. integrating with the Atlassian suite. Atlassian Summit was a great chance for us to talk to other companies about how and why they integrated with Atlassian products. Candor tends to encourage more candor and if you’re open and transparent with fellow vendors, you’re likely to learn something new. Part of your job is to understand where the market is heading and why. You can help each other understand differentiators and shared challenges, without feeling like you’re giving away your competitive advantage. 5. Ask questions. Practice describing and asking questions about your product (at light speed). If you’re spending anytime working your company’s booth, you’re going to get the chance to speak (briefly) with hundreds of people. Events are a great opportunity to hone your product’s elevator pitch, condense its features, benefits, and value proposition, and quickly identify the problem your product solves. These are all things you likely do on a daily basis with various product stakeholders, but you probably don’t do it over and over again in 2-3 minute intervals with hundreds of people in a row. That volume really requires you to cut to the chase and understand the core value of your product. Beyond describing your product, the booth also provides a great opportunity to conduct quick interviews with customers, prospects, and fellow vendors. You’re competing with hundreds of other colorful booths, flashing demo stations, snack tables, and swag giveaways, and you want to be sure when you get someone’s attention you don’t ask them about the weather. Events are a fantastic opportunity to sharpen and practice your interviewing skills, distilling your long list of product-related questions into 2-3 core questions that ensure you make the most of your time. If you’re talking to a prospect, you might ask them how they’re currently addressing the problem your product aims to solve. In our case, it might be something like “How are you currently communicating your product strategy to stakeholders?” It’s concise. It’s open-ended. It’s a great starting point for a broader conversation. For existing customers, you can ask them how they’re using your product today, and if there’s something about it you could change or update to make them more successful in their job? However brief their answer might be, this type of face-to-face, direct feedback is typically invaluable. 6. Conduct market research. Get a sense of the state of the market. Many of the sessions and keynote presentations at Atlassian Summit focused on large trends in the software industry, including a growing focus on the DevOps community, infrastructure-as-code, and issues around scalability. Since Atlassian has more than 90,000 customers worldwide, their view of the marketplace is extremely insightful. During one of the Atlassian Summit keynotes, Jira team members discussed their belief that technology companies are beginning to move “beyond agile,” shifting more toward continuous development and DevOps practices. While you’re unlikely to make sweeping changes to your product roadmap based on a single keynote address, information like this is important to take note of and investigate. This shift toward DevOps is likely to impact Product Managers that work with development teams, directly impacting how work gets done. Beyond explicit talks devoted to the state of the industry, there’s often a couple of emergent themes at each event—ideas, companies, or products that everyone seems to be talking about in the exhibition halls or during social events. These whispers can be invaluable for product folks wondering where things might be headed next year. 7. Take advantage of getting outside. Enjoy being out of the office. Any time you can get out of the office or deviate from your daily work routine is a great time to examine why you have the processes that you do. Summit had a particularly inspirational keynote on this front, highlighting how breaking your regular routine can be very energizing, ultimately reinvigorating your enthusiasm for your product and career. Bonus points if you can pass on some of this energy to your team when you get back to work. 8. Finally, remember to have fun. People do business with people. You solve problems for people. Take some time to meet other attendees outside of the exhibition hours and head to some of the social events. Grab a drink! Grab some swag! Talking to all those people at the booth is super helpful but can be a bit grueling and event organizers purposefully build in this time to unwind with teammates and new friends for a reason. If you remember to enjoy yourself, you’re much more likely to go home with a fresh perspective on your product. If you weren’t able to attend the event in person, Atlassian is making videos of some of the top sessions and presentations available here. Have more tips for product managers on their way to an event like Atlassian Summit? Leave them in the comments below!

If launching new products were easy, you’d probably be reading this post through your Google Glass or on an Amazon Fire Phone. But there’s no universally effective launch plan to follow, and even the most seasoned product managers often struggle to get new products off the ground. Getting to the minimum viable product is a balancing act—on one hand, you want to thoroughly validate against potential failure points, but on the other hand, you want to get to market quickly. For years I’ve helped define and launch products that, in the beginning, were simply concepts. My goal with this post is not to write a rigid formula that probably won’t work for your unique company—I’ve never been interested in turning an art into a science. Instead, I’ll provide some guiding principles to help you feel comfortable taking the plunge. Here are the five most valuable lessons I’ve learned from launching new products. Download the Anatomy of a Product Launch ➜ hbspt.cta.load(3434168, '0edb2611-2761-4434-90b0-f055704d9daa', {}); 1. When it comes to launching products, start before you’re ready. The nature of building a new product or starting a new company is that you don’t have very much information on which to base decisions. Established products have the luxury of history; their product managers can analyze years of usage data or survey statistically significant pools of existing customers to help make decisions. New products, on the other hand, are a clean slate. But that doesn’t give those of us building new products license to skimp on market validation. You still need to do the necessary work to get to your MVP. That is, you still need to talk to prospects and understand as much as you can about their workflows and pain points. You need to ask them how much (and if) they are willing to pay to solve the problem your product intends to solve. And you need to solicit feedback on prototypes and make changes accordingly. However, once you’re reasonably confident that your product provides value to your market, launch it. Too many entrepreneurs and product managers wait until their product is absolutely “perfect” before putting it in front of customers. Of course, you understandably want to impress the market with a robust feature set and a polished UI, but waiting until you reach “perfection” is a mistake. Getting your product in the hands of real users is precisely how you start building that knowledge base that established products benefit so much from. The more time you spend upfront building out features based on assumptions, the more time you take away from iterating on actual feedback and real-world user behavior. For example: When we were validating LIKE.TG, we uncovered the pain product managers were experiencing around communicating their roadmap. But rather than solving all the pain with our first release, we launched a product that solved just enough significant pain that customers were willing to pay for it. We’ve continued to enhance the product since that day, incrementally solving more pain with each release. Here are a few common mistakes people make when launching new products, and how they can be avoided by launching early: Misaligning with your market. It’s often the case that the people you initially build your product for don’t end up as your core customers. Sometimes adjacent markets or personas are actually a better match. For example, perhaps you thought you were building an enterprise software product, but it turns out to resonate better among the mid-sized businesses. The good news is these types of mistakes are usually correctable, given you’re willing to fail fast and adjust course. Extrapolating from a small sample size. Another common mistake happens when you interview a few people and assume their problems apply to the entire market. Small sample sizes distort data. What’s one way to open the spigot and allow more people to weigh in? Launch early! Overinterpreting positive reactions. Generally, people don’t want to hurt your feelings. If you ask them what they think of your beautiful new product that you’ve spent months working on, they’re likely going to tell you it’s great. When you’re just collecting feedback and there’s no real business transaction at stake, it’s easy for people to overestimate how often they’ll use your product or how much they’re willing to pay for it. Launching can help you avoid these false positives and get to the truth faster. 2. You don’t build products. You solve pain. People don’t buy products because they have X, Y, and Z features; they buy products to help them solve problems. Think about the products you use every day and the reasons why you use them. You probably wouldn’t say you value LinkedIn for its newsfeed algorithm or direct messaging feature. Instead, you’d say that it helps you find job opportunities or hire talented people. In general, the benefits of using a product matter much more to customers than specific features and capabilities. Your job as someone launching a new product is not to build the best features, but to solve the most important problems. The best part is, if you’re able to effectively solve someone’s problem—whether that means alleviating a pain point in their workflow or helping them get home to their family on time—they’re likely going to forgive you if the product falls short in other areas. They’ll stick with you as you work out the initial kinks because the core value you’re providing is worth it. For example: When I was part of the team validating the product that was to become GoToMeeting, we uncovered pain around the complexity and high variable cost of other online meeting solutions. We decided to launch a simpler product that was easier to budget. It wasn’t about more features. It was about simplifying the customer’s experience and reducing frustration. A lot of startups fail because they run out of money. The way to circumvent that trap is to focus on nailing the problem first. Invest in understanding the context in which your potential customers will use your product. What’s the most frustrating part of their day? What motivates them? What does it mean for them to have a good week/month/year? (Check out this list of 10 questions product managers should ask customers for additional interview ideas). Find a strong pain point that people are willing to pay to solve and pivot to building ancillary features only after you’ve started collecting your first payments. 3. The whole experience is the product. Another common mistake that product managers and entrepreneurs make is focusing solely on the application itself, instead of looking at the product holistically. A customer’s impression of your product is not confined to the time they spend in the app. The customer experience begins the moment they click on one of your ads or find their way to your marketing website, and it extends to the interactions they have with your support and sales teams. It’s important to consider the customer journey as a whole, because if you’re always heads-down working on the application, you may miss out on some great wins in other areas. Every component of the customer journey represents an opportunity to innovate and stand out from your competitors. Differentiators don’t always have to be features; they can be a unique pricing model (as in the case of GoToMeeting), a speedy onboarding experience, or superior customer support. When you’re launching a new product, take time to understand the entire ecosystem surrounding it. There are probably strings you can pull to make the customer journey smoother and simpler. For example, how can you make it easier for people to find and buy your product? And what about the way you talk about your product in demos and on the marketing website? Are you clearly communicating the value proposition? 4. You don’t know what you don’t know. Oftentimes we avoid testing new ideas because we think we already have the answers. “That obviously won’t work,” we tell ourselves. Established companies are especially guilty of this. They have thousands of customers using a given product feature, so they think it must be a good feature. Or their current pricing model has brought in plenty of sales, so they’re convinced it’s the perfect pricing model. No need to test anything new, right? Wrong. You don’t know what you don’t know, and your own assumptions can sometimes be your biggest barriers to success. An experimental approach can help you overcome blind spots and stay ahead the competition. New products and companies are uniquely positioned to approach problems with a beginner’s mindset. Be sure to capitalize on this advantage and experiment with lots of different approaches to figure out what works best. Another problem with assumptions is that they often hold us back from doing any actual legwork. You may think that customers want feature X and not feature Y. Or you may believe that message A resonates more strongly with prospects than message B. But how sure are you really? Don’t be an armchair product manager. Get out of your building and interview potential customers. Or better yet, go observe their current processes and work environments. The truth about what will make your product successful is out in the world, not in your imagination. Tweet This: “Don’t be an armchair product manager. Get out of your building and interview potential customers. Or better yet, go observe their current processes and work environments.” 5. Start with the end in mind. Before you get too deep in the trenches building a new product, it’s valuable to determine what you’d like to achieve. Just building the product and shipping it, or even gaining funding, is not a success in itself. Think about the type of business you want to be five or ten years down the line. How are you going to get there? This is the product vision. The product vision is a long term view of where your product is headed. From there, you derive the goals for the product that aligns with the features that you’ll then be releasing. Only after you have a solid feel for the potential customer’s problems is it possible to determine the solution and prioritize features. To help guide those decisions, it’s important to have a strong product vision — this is true even for existing products within an organization, but particularly for early-stage products. By creating a high-level product vision, you can get the executive team, marketing, support, engineering, and the rest of the organization on board with the strategy. This will ultimately help you get buy-in on how you plan to prioritize features.Sit down with your team to discuss the vision for your product and get an agreement on the high-level metrics you’ll use to evaluate its performance and guide your future decisions. This doesn’t mean you should define granular business and product metrics from the get-go—you’ll need some actual customer data before you can accurately forecast things like conversion rates, lifetime value, monthly active users, etc. But documenting general goals upfront will help your team stay aligned and motivated after you launch. Things are always changing in a growing business, and it’s important to be agile, but that doesn’t have to mean losing focus. Be sure you’re making changes with clear end goals in mind, and not just shooting in the dark. Do you have additional advice for launching new products? Share it in the comments below! hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"});

Many companies provide a single career path up the proverbial corporate ladder where the only way to get ahead is by moving up in the title, rung by rung. In product management, this usually takes the form of something like this: For most of my career, I worked at startups that had single-track product management career paths like this. Luckily, most of these companies were small enough that I was able to manage small teams while being hands-on, defining products, and collaborating with designers and engineers to bring those products to life. On two different occasions, though, I was faced with choosing between being a manager or an individual contributor (often referred to as an IC). Both took place at different times in my career, so depending on what stage you are at, my hope is that you find my experience useful. From Individual Contributor to Director of Product➜ hbspt.cta.load(3434168, '9110b373-1b93-491b-8f83-5fc4b63b4b89', {"useNewLoader":"true","region":"na1"}); Spinner I joined Spinner, the world’s first streaming music service, in 1998 as one of a dozen or so employees. This was my first job as a product manager, and I was thrilled to have finally made the transition from marketing to product management. We were a small but mighty team that grew the business and the company rapidly. Within a year, we had grown to over one hundred employees. I managed a team of product managers, designers, and front-end developers. It was an exciting time leading a collaborative team, as we created numerous versions of our music player that was branded for a variety of partnerships. AOL In 1999, American Online acquired the company. As part of the transition process, AOL brought in a few executives whose job was to evaluate their newly acquired staff in an attempt to integrate Spinner into their organization. I vividly remember the day I was called into a conference room with one of these individuals who asked a few questions about my role and responsibilities. At one point, she said, “Ah, you see, at AOL, you’re either an IC or a people manager. You can’t be both. You have to choose.” I felt like I was in the movie The Matrix, choosing between the red pill or the blue pill. I knew once I made my decision, there would be no turning back. Based on what I had seen so far of the AOL culture, I did not think I was cut out for the politics that seemed to dominate daily corporate life. Although I loved finding and hiring talented people to join my team, the work I enjoyed the most was creating something from scratch. Creating a vision, solving problems, and building products that people loved—is what drove me each and every day. I chose to give up my reins as a manager and spent the remainder of my career at AOL as an individual contributor. Looking back, I think the decision was easy because I was fairly new to product management at that time. Frankly, I wasn’t sure what the career path of a product manager even looked like back then. What I did know is that I wanted to have a direct impact on products that would be used by millions of people. Musicmatch I was eventually recruited away from AOL to join another music start-up called Musicmatch. Musicmatch was another pioneer in the digital music space with its CD ripping and burning software called the Musicmatch Jukebox. Similar to my experience at Spinner, I managed a small team while being hands-on with the product development process. One of the highlights from there was creating an in-house usability testing facility and hiring a UX researcher to help us better understand how customers were using our products and how we could make them better. Sonos Shortly after leaving Musicmatch, I was asked to join another digital music start-up called Sonos. When I joined in 2005, I was the only software product manager. The team at Sonos sought me out because of my experience with streaming music services. I had a strong network built from my days at Spinner/AOL and was able to leverage those relationships to establish new partnerships for Sonos. I also had experience developing software for hardware, which was an uncommon thing back then, before there were smartphones and IoT products. I jumped right in, wearing a number of hats. One moment I would wear a business development hat, negotiating with Pandora. Another minute, I would be working with a designer, sketching design ideas for our remote control software. The minute after that, I would be working with our acoustics team to figure out how we could tweak the EQ settings of our speakers to deliver the optimum sound quality. When I look back on those days, I’m honestly not sure how I did it all, but I loved every minute of it. At some point, however, it became clear that I was spreading myself too thin, and we needed to expand the team. To organize the work, my boss and I decided to split music service integrations into its own workstream. I hired and managed two additional people—one who would be responsible for the music service partnerships and the other who would be responsible for our 3rd party developer APIs and website. In addition to managing those new employees, I was the hands-on product manager for all other aspects of Sonos software. Again, I reached a breaking point where I was not being the best manager I could be to my staff, nor was I doing my best work as the PM for the Sonos software. I remember the CEO of Sonos telling me that one of the worst possible outcomes in promoting a great software engineer to being a manager is that you gain a mediocre manager and lose a talented engineer. The same could be said for product managers. My boss was extremely supportive and gave me a few weeks to do some much-needed soul searching to figure out what the best path forward would be for me. Tweet This: “I remember the CEO of Sonos telling me that one of the worst possible outcomes in promoting a great software engineer to being a manager is that you gain a mediocre manager and lose a talented engineer.” I am a deeply introspective person, to begin with. Having the time and space to reflect on where I was at this particular stage of my career was such good fortune. I figured out the right path to take by asking myself one simple question: What are you working on that gets you out of bed? Looking back, I realized that I was focusing my energy on redesigning our apps and defining new features. Thinking about our customer needs, collaborating with designers and engineers, and launching new products—these were the things that got me out of bed in the morning. At the same time, I was not spending enough time filling the open positions on my team. I would block out a few hours each week for phone screens and the occasional interview and then wonder why it was taking months to fill the position. hbspt.cta.load(3434168, '8bd83652-2868-48a8-9b9c-ebb8e0b9c945', {}); Again, I was faced with choosing between management and individual contribution. Even though I had made this decision once before, this time it wasn’t as easy. For one thing, Sonos didn’t have a 2-track career path for product managers at the time. They did offer a dual-career path for engineers, however. Another reason this was a difficult decision was my ego. At this point in my career, I had worked as a product manager for more than ten years and had some preconceived notions about my future that were based on the continuous climb up that invisible ladder. For me, this had less to do with power and more to do with money. The loftier the title, the higher the compensation. Ultimately, I knew that money wouldn’t make me happy. What made me happy was thinking, “How can I help people listen to more music every day?” Deciding to be an individual contributor (again!) was the best decision for me because I was happiest having the most direct impact on the product. It was also the best decision for the company because they didn’t have to worry about further developing my management skills and, instead, they could unleash me on special projects, such as creating a ground-breaking retail experience for the flagship Sonos store in New York City. As Shakespeare wrote, “To thine own self be true.” In order to know which path you should take, you need to be honest with yourself. Set aside a few days for some deep introspection. Grab a journal and a pen and ask yourself these three key questions: 1) What are your strengths as well as your blind spots? Be open to the feedback you’ve been given, the good and the bad. Take a co-worker out for coffee and ask them for feedback. Review those performance reviews again. If you already manage people, provide them with a way to give feedback. 2) What do you enjoy doing the most? Ask yourself what gets you out of bed every day. Is it thinking about how to help your newest team member grow? Or do you thrive when brainstorming ideas for helping your customers use your product more easily? 3) Where do you want to be in 5 years? 10 years? Do you have dreams of becoming a CEO or starting your own company? If so, the manager track might be best for you. Perhaps you’d rather be a subject matter expert in a particular field, speaking at conferences and being sought after for your brilliant insights. Whether you decide to focus on managing or would rather be an individual contributor, I encourage you to champion a dual-track path at your company if it doesn’t already offer it. Here’s what dual-track paths might look like based on my experience: Having a track that rewards senior individual contributors helps retain a critical aspect of your company’s brain trust while ensuring people becoming managers are doing so because they want to. In my particular case, Sonos did eventually develop a dual-track path for product managers, and I was the archetype for the Principal Product Manager role. It was gratifying to be recognized and rewarded for my contributions as the most senior product manager at the company in terms of tenure and experience. After leaving Sonos, I decided to pursue yet another career path by leveraging my extensive experience to start a consulting business. Being my own boss while having a direct impact on the success of my business offers me the best of both worlds. Does your company offer different tracks for product managers? Have you ever faced the challenge of deciding if becoming a manager is right for you? What do you think?

This blog follows up on a previous post introducing the concept of systems thinking for product managers. Both posts feature a recent conversation between veteran product manager and friend of LIKE.TG, John Cutler, and LIKE.TG’s Director of Product Management, Annie Dunham. Earlier, you both referred to the idea that there’s been a shift in product management, that due to the evolution of technology, the rise of SaaS, and other factors, many product managers are more accurately managing product systems. If you’re a product manager managing a product system, what else changes beyond the “product” itself? John Cutler: Practically, you’ll also see the rise of mission-based teams, rather than the older notion of a project-based team that “completes” a project or product at some point and is “done.” The concept of a product development process that has a beginning, middle, and end is now basically defunct, especially in the context of SaaS. Your product is never complete, and the ongoing user experience associated with it is now part of your product. Annie Dunham: At this point, you have a product team with a shared mission and a shared sense of responsibility. You have a product process that doesn’t end the day you launch a product or feature. This means that everything from the way you think about your product, the way you quantify and measure success, and the way you structure your roles and teams, fundamentally changes. How does this shift change the way you approach your environment? John Cutler: Sensemaking becomes critical. You need to know what your environment is like in order to figure out when you need to let something go or cut your losses. You can think about the product team as being a team that makes bets. The more a team understands their environment, the more likely they are to successfully gauge demand, risk, etc., and make successful bets. There are two ways to think about the broader role of a product team. The first is that product needs to just keep their heads down and work on a product. The second perspective is that product needs to be involved in and understand the bigger product system we’ve been describing. The less isolated the product process is from the broader context, the more room there is for innovation. If you move away from that first feature-focused product development model, and move toward the second option, how does your criteria for success change? You’re describing a state in which there’s no objective endpoint, i.e. ship a product or feature and move on. How do you know what you’re doing is working if your product is an ongoing system? John Cutler: Well, one way to get this wrong is to assume that because a company is doing really well, it somehow means they’ve got the perfect system; they might just be doing well at the time, for now, and could probably do really well for a while, but eventually, at a certain scale or pace, things will start to break down. Don’t mistake current success (revenue, PR buzz, etc.) for the ability to adapt and succeed in the long term. As a product manager, you have to realize that each company is really playing their own game. Tweet This: “Don’t mistake current success (revenue, PR buzz, etc.) for the ability to adapt and succeed in the long term. As a product manager, you have to realize that each company is really playing their own game.” Annie Dunham: Are you a successful product manager if your company made a lot of money but everyone at the company resents the product organization and product development is a miserable process? Or, if you create a completely nimble environment in which everyone is agile and happy and can jump on any project that comes up, but you’re maybe in the wrong market or solving the wrong problems. You need broader, heads-up awareness to create processes that can scale, adapt, and hold up in the long run and align with changing customer demands. The more you’re thinking about your product as a living system that’s addressing an equally evolving market, the more likely you are to adapt gracefully. How does this impact how you think about the role of the individual contributor or the team as a whole? John Cutler: When I was at Pendo and AppFolio, I often found myself aligning around and thinking about engineers. Engineers are often some of the people on the frontlines that feel the pain of decisions made without much situational awareness. Recently, I wrote an article called “12 Signs You’re Working in a Feature Factory” that generated a ton of interest from engineers in particular. It showed me that people genuinely care about the work that they’re doing and don’t just want to show up and keep their heads down. They want to be creative and they want to think about their work in terms of the bigger picture. Annie Dunham: Agile started to really take hold about 10 years ago and people were excited not because it was a perfect solution but because it gave people a starting point to think about working iteratively. Now there’s more of a nebulous answer to how people are thinking about and approaching product development. You might have a situation where one person is great at this methodology, and another person is more familiar with another one, and these 3-4 engineers are used to working as contractors, and so on. How do you make the most of your team? The answer is not necessarily to shove them into a specific framework. You might need a more flexible methodology to balance individual creativity and experience with the broader goals of the team and organization. John Cutler: Some of that flexibility and innovative thinking would be well-applied in operations. There’s a lot of overhead in operations. It’s a commonly misunderstood idea, but Agile is really less about moving quickly, and more about moving frequently. The more rigidity there is in terms of operations, bureaucracy, etc., the less likely an organization is to adapt and remain agile. Annie Dunham: Another way to approach the topic is from an enablement perspective. Are you structuring your product organization in a way that opens the door for novel thinking, organization, activity, etc.? Is product leadership exposing key people directly to what they need to be exposed to? Rather than being the owner of this or the communicator of that, are you opening yourself up to something bigger and cooler? Are you getting more into design thinking, observation, innovation, instead of just saying “Here’s what the customer says, let’s just do that.” It’s important to leave space for the kind of emergent thinking or behavior you see in dynamic systems. That’s how product teams can break into new territory. John Cutler: I think part of the right way to approach individuals and teams working within these new systems is about creating valuable contexts. Set the context in terms of threats and opportunities, and then help people play the game, manage resources, and get work done. The product team doesn’t need to constantly hover and provide micro-prescriptive boundaries but they certainly can provide valuable context and understanding. Systems thinking and sensemaking help you devise and wrap your head around the bigger game we’re all involved in. So what do you tell new product managers entering the field, or veteran folks wondering how to best approach these new shifts? John Cutler: If we’re shifting away from tactical user stories, traditional development processes, etc., and you have a junior person coming into the product world, you’re kind of throwing them into the deep end. We should really be focusing on and teaching the core principles of product management. For new people, I want to help them build first principle skills: can you communicate to customers, can you do awesome interviews with customers, can you map the competitive ecosystem we’re working in, can you help facilitate activities that help with sensemaking, i.e. story-mapping activities? In the long term, these first-principle skills will help them as speed and complexity scales up. Annie Dunham: More than ever, product folks need to understand the “why” of what they’re doing. The basics are definitely still there in the systems context, but helping new product managers develop skills to keep the bigger picture in mind will provide the best type of orientation. Here, “bigger picture” is the broader product system we’ve been discussing: the individual product or feature, the customer challenge, the business case, ongoing updates and support, the feedback process, competition, changing markets, and so on. The core lesson is that none of the work they’re doing will be happening in a vacuum. It can be tempting to have a product manager start with a specific feature or component and work up from there, but that kind of bottom-up approach can be a disservice in the long run. John Cutler: Another takeaway from my time at AppFolio was the notion of the product presentation. Before a product manager started developing a feature, they delivered a presentation. They started with the current state of the product and then presented their desired end state, but they didn’t fill in the middle part. They just presented where they are now and where they planned to end up. If I can teach a younger PM to help facilitate the creation of this kind of presentation, wherein they need to present a compelling case of where they are now, where they’re headed, and why, that skill is going to take them super far. Another useful shift in thinking is the idea of a product manager owning an actor or a set of actor goals in a system, instead of just owning product modules or components. A product manager might be the product person for the customer success team with the goal of helping that team reduce churn through changes to the product. That’s a very different way of defining how you bring people up to speed in product but it’s an effective way to illustrate the idea of the product system and help encourage the kind of sensemaking we discussed earlier. ____ As a field, product management continues to shift and evolve in tandem with the types of products, customers, and markets it engages with. Systems thinking offers one possible framework for making sense of and succeeding in spite of these shifts. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"}); ____ Have more thoughts on systems thinking in the context of product management? Share them in the comments below and remember to check out Part One of the roundtable discussion.

A cornerstone of being a successful product manager is effective communication. Given the number of individuals, teams, and stakeholders a product manager interfaces with on a regular basis, mastering communication skills is something we should all be working on continuously. In my experience working with start-ups for the past 20 years, I’ve witnessed a lot of variance in the degree to which companies encourage employees to reflect on their strengths and weaknesses in order to identify how they can improve themselves. Often, these efforts center on communication. Tweet This: “A cornerstone of being a successful product manager is effective communication, and understanding personality types can help.” There are many ways to do this and, if you’re fortunate, your company has some process in place to help you. If you’d like to take things into your own hands, however, I recommend trying one of the following online assessment tools, which can help you uncover blind spots and strengths you may not even be aware of. There are many different assessment tools out there, each with its own framework and methodology. Myers-Briggs Myers-Briggs Type Inventory (MBTI) is one of the most popular personality frameworks, having been used since 1943. This framework is based on four dichotomies: whether you’re extroverted or introverted, whether you rely primarily on sensing or intuition, whether you’re a “thinker” or a “feeler,” and whether you rely more on judgment or perception. The results are boiled down to one of 16 personality types, such as ISTJ or ENFP. My test results indicate I’m an ENTJ, which means I’m matter-of-fact, decisive, and quick to make decisions. ENTJs also excel at helping people get things done with a focus on getting results in the most efficient way possible. Sounds like a product manager, right? So do many other MBTI types. ISTJ’s, for example, tend to be serious and earn success by thoroughness and dependability. Practical, matter-of-fact, realistic, and responsible, this also sounds like a product manager. If someone on your team is an ISTJ, she may not thrive in a chaotic, all-day brainstorming session. You may want to think of some alternative ways to solicit their input, such as having everyone write their ideas on post-it notes instead of saying them out loud. There is no right or wrong personality type. The key is to find your type and take advantage of the strengths you have. StrengthsFinder Speaking of strengths, StrengthsFinder is another popular assessment tool. As the name implies, this test is all about finding your top strengths so you can better take advantage of them. The methodology is based on understanding which of the 34 “talent themes” best represents your strengths. My top 5 strengths are Achiever, Activator, Positivity, Futuristic, and Learner. If you didn’t know me, but read the results from the StrengthsFinder test, you probably wouldn’t be surprised to find out I’m a software product manager. Another product manager I know is a Maximizer, Strategic, Learner, Individualization, and Arranger. Sounds like a great combination for a product manager! In this case, I might ask this product manager to take the lead on conducting data analysis along with presenting it to the organization since the Arranger trait makes him well-suited to identifying patterns and trends and perceiving how things fit together. DISC DISC is another framework I recently discovered which appeals to me because of its simplicity. It’s based on answering a set of 12 quick questions about how you respond to challenges, how you influence others, and how you respond to rules and procedures. I also like how it can easily be applied to understanding what makes other people tick without already knowing whether they’re an ESTP or an Activator. DISC is a quadrant behavioral model based on these 4 personality dimensions: Decisive (Ds): This type is best described as direct, strong-willed, and forceful. If you’re a fan of the Seinfeld TV show, Jerry would fall into this theme with his direct, skeptical, and impatient nature. Interactive (Is): If you’re sociable, talkative, and lively, you’re likely an I. Another I would be Jerry’s friend, Elaine. Stabilizing (Ss): Gentle, accommodating, and soft-hearted people are considered to be Ss, much like Kramer. Cautious (Cs): Questioning, analytical, and stubborn types enjoy accuracy and stability. Jerry’s best friend, George, certainly comes to mind when you think of the Cs. Once you know what your DISC type is (mine is D), you can easily start applying the framework to those around you. Does this require some generalization and stereotyping? Perhaps. However, it’s human nature to make judgements about people as soon as we meet them. This is rooted in our animal instincts to judge friend from foe, threat from opportunity, etc. By leveraging these insights to better understand your colleagues, you’ll be able to better communicate with them and be more successful in your product career. Take a moment now and think about someone on your team that you work closely with. Without giving it too much thought, which DISC type comes to mind? Once you get the hang of it, you can start using this in a more strategic fashion, such as tailoring your one-on-one meetings based on the DISC behaviors your colleague best represents. Grabbing coffee and having an informal chat would work well with an I style colleague. However, if you’re having an important meeting with an individual who is a C, then you need to prepare yourself by allowing enough time to go over the details with that person so that they can fully digest what you are presenting to them. You may even want to think about the types of questions he may ask you, since you know they tend to be questioning and analytical. A practical and creative use of this framework is to apply it to how you present your product roadmap to stakeholders. I always try to meet 1:1 with my stakeholders to socialize my roadmaps, to give everyone a chance to ask questions and dig deeper into what the vision is and what is driving our priorities. By tailoring these roadmap socializing sessions based on the DISC personality types, you’ll be able to much more effectively communicate product direction and build consensus. For example, you could choose different roadmap templates based on who you’re meeting with. If you’re meeting with someone who’s a D style (direct, fast-paced, impatient), you may want to share a streamlined version of your roadmap with a focus on results. If you’re meeting with a C style (think of George), come prepared with a more detailed roadmap with back-up slides to address their need for understanding the analysis behind the roadmap. hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"region":"na1"}); Tailoring your roadmap presentations to your audience is a key to your success as a product manager. Better understanding your audience with the use of frameworks such as these can help you ensure your product has the best chance of being successful. Have you used other personality assessment tools? Please share them in the comments below.

At LIKE.TG, we’re lucky to work with product managers on a regular basis. One thing we’ve noticed is that product managers are pretty avid consumers of content: books, blogs, podcasts, etc. Often, they’ll distill their learnings and insights from all these sources into 140 (or 280!) characters and tweet it out to the product community. We put together a handful of our favorite product-focused tweets from the past year and included some commentary below. Check them out and let us know which tweets you liked or retweeted this past year! From @johncutlefish: We really appreciated this perspective from John Cutler. It offers a great reminder of the unique dynamics of a product manager’s role. Product managers exist in a position where they’re expected to propel the product forward and facilitate progress, but they often don’t have any direct authority over the members of the various teams required to do this kind of work. But product managers are still part of the team. They facilitate. They strategize. These aren’t “pure management” roles and most product managers aren’t writing code or building prototypes themselves, but they produce “the big picture,” the strategy around which the rest of the team can contextualize their work and align their efforts. It’s a unique role, and one that’s worth thinking about from this perspective. From @ttorres: This tweet from Teresa Torres really rang true for us this past year. In 2017, a common theme in product management discussions was the idea of bias, assumptions, and misconceptions about the market. Teresa puts it really succinctly here, suggesting that, as a product manager, it’s extremely important to try and check your own bias when you take on your customer’s perspective. That’s not to say you shouldn’t have your own individual thoughts and feelings or instincts. These are, after all, some of the best tools a product manager has to make those tough-to-call decisions when the data, customer interviews, etc., aren’t offering a clear strategic direction. What Teresa is suggesting, rather, is to stand back and take stock of your own personal biases, or your organization’s biases and assumptions, and approach the development of your customer’s perspectives as objectively as possible. Sure, you might have a hunch about how your customer interacts with the world in their profession, but why not approach an interview or market problem with an open mind. It’s highly likely your customer knows their day-to-day life better than you do and making too many assumptions about it will prevent you from discovering genuinely new insights. From @lissijean: Story points are a valuable part of modern software development. They’re a helpful tool to express the estimated complexity and time involved in taking a backlog item from to-do item to usable feature. But, as Melissa Perri points out in this great tweet, story points are not the final product or feature. Your customers aren’t concerned with story points. They’re concerned with how your product helps them move seamlessly through their work and delivering that experience should be your primary focus as a product manager. At LIKE.TG, we often discuss and write about metrics. With all the metrics and tracking available to you throughout the product development process, it’s easy to keep your head down and stay focused on the data. This tweet helps remind us that you’re building products for users, and part of the estimation process for features should involve not just story points (complexity, risk, effort), but also the amount of perceived value item will deliver to your customer. From @destraynor: These types of process-oriented questions always present a great opportunity to examine your product management approach. Though it’s obvious there’s a lot of complexity that’s being boiled down here to just two choices, it’s a powerful question: Is your process so risk averse it’s preventing innovation, or is it flexible enough to encourage experiments that might not always pan out but potentially deliver great results? It seems pretty clear that the tweet’s author seems to be leaning toward option B, but it’s also likely that option A will feel familiar to lots of product managers. It’s important to think about the balance between getting good work done, avoiding waste, etc., and holding enough space for discovery, experimentation, and true innovation. This is a great prompt to think about the way we generally define success and waste, and reminds us that product management is a long-term, strategic process. There will be some short-term ups and downs, bets that pay off and bets that don’t, but product management is about delivering long-term value to customers. Sometimes delivering something truly new and delightful to customers involves taking chances and re-thinking your product process. From @christianism: We thought this was a great sentiment. Smart product managers know that their product’s success (as well as their personal professional success) hinges on their ability to work with other teams: designers, engineers, business stakeholders, marketing, sales, etc. As we think more and more about the product in terms of the entire customer experience, this becomes even more crucial. Christian’s tweet boils this complex point about working cross-functionally down to a very practical piece of advice. As a bonus, the part about speaking to designers and engineers to figure out how to attract great designers and engineers also reminds us of a similar point: we should get out of the office and talk to customers about customer goals, desires, etc. Just like it doesn’t make sense to ask other product managers about how to hire a great UX designer, you’re going to have a difficult time solving your customers problems if you never talk to them directly. From @jefflash: “Random acts of enhancements” has to be one of the pithier lines of the year for the #prodmgmt hashtag. Jeff’s tweet does an excellent job of articulating the link between work, strategy, and your product roadmap. Any one of these things on their own is not entirely helpful. If you don’t have a strategy, you’ve got nothing to put on your roadmap and you’re likely going to waste a lot of resources on work that’s not furthering any particular goal. If you have work and strategy, but no roadmap, you’re going to have a difficult time communicating that strategy to your stakeholders and getting their buy-in on how you plan to allocate resources. Bottom line: you need all three. We also loved the nod to agile, and to the frequency with which the methodology is misunderstood, sometimes even by very experienced product folks. If agile is all about moving frequently, working lean, and regularly shipping new code, then you definitely need a product strategy and a roadmap, otherwise you’re going to be “committing random acts of enhancements” at a faster or more frequent rate than you would in traditional waterfall. From @jimsemick: This one’s mostly just for fun. But it’s actually a really interesting prompt to think about product management as a profession, especially as we really break into 2018. It may be that product management is hitting a milestone on its maturation curve as a discipline, but we’re seeing more and more interest in the product manager career path, topics around interviewing, advancing, changing roles, so much so that we recently published a book-length Career Guide for Product Managers. Though it’s kind of funny to imagine how you explain product management (or UX design or QA engineering) to your in-laws, Jim’s tweet is also a good prompt to think about how you define it for yourself, for your stakeholders, and for the other teams involved in your product process. Which parts of the role do you emphasize the most? Strategy? Metrics? Delivering the product itself? However you explain it to others, take some time this year to reflect and consider how you define product management for yourself. What were some of your favorite #prodmgmt tweets from 2017? Share them in the comments section below!

This has been quite a year for the LIKE.TG blog. We’ve published more than 100 articles on a variety of product management-related topics like roadmapping, product strategy, agile development, and more! As the year comes to a close and the holidays approach—and many of us get stuck in airports—we thought we’d offer up a useful roundup of our ten most popular blog posts of the year. Tweet This: “Check out LIKE.TG’s roundup of their 10 most popular articles of the year!” 1. 14 Must-Read Books for Product Managers This blog post is a great place to start. It compiles an excellent list of books we think are relevant to product managers. Not all of the books are laser-focused on product management itself, but many of them are full of insights all product folks could benefit from. The books cover topics like entrepreneurship, productivity, research methods, and even presentation skills! Bonus: we recently published a follow-up list of books for product managers based on recommendations our readers left in the comments section of the original post. Check out both of these lists and start building out your reading schedule for 2018. 2. 5 Things You Should Never Say to Your Customers As a product manager, you are your product’s primary spokesperson both to internal audiences and to the general public. What you say to customers and how you manage that relationship is as much a part of your product as its user interface. As the title suggests, this blog post lists five things you should never say to customers and explains why you should avoid each one. 3. What is the Product Manager Career Path? This has been one of the most popular blog posts of the year. We regularly receive questions from product managers about all manner of career-related topics. In fact, we have an entire blog category dedicated to career-focused articles. We also recently published a free (140 page!) Career Guide for Product Managers to distill some of the insights we’ve collected over the years. This specific article focuses on the different stops along the product manager career path, outlining each role—Associate Product Manager, Senior Product Manager, Director of Product, VP, CPO, and so on—and its goals and responsibilities. This article also offers some insight into how a product person might know it’s time to step up to the next level. 4. 3 Things All Product Managers Wish They Could Say Out Loud Product managers are often characterized as having a lot of responsibility without much direct authority. You’re expected to work with other teams, answer to stakeholders, and interface with customers on a regular basis, all while reconciling your product’s usability with business goals and customer requests. It’s a great job, but it’s not always easy. This blog post is a fun one and imagines some of the things product managers wish they could say (but never actually would) to these different groups. 5. How Product Managers Can Better Tie Metrics to Product Strategy Almost all product managers agree that metrics are critical to effectively managing a product. But there are a lot of metrics out there and not all product managers know which metrics to track, or why, or how to connect those metrics (and data points and charts and spreadsheets!) to their product and their broader strategy. This article outlines some tips for effectively tying specific metrics to your product strategy. Rather than offering a glossary of acronyms from MRR to ARR to LTV to CAC, this post instead outlines a couple of different business goals and then suggests ways to link metrics and product strategy to those business goals. It’s a helpful reminder that product managers are tracking metrics to inform a strategy and ultimately accomplish a set of business goals. 6. Product Managers: Don’t Waste Your Time On These 6 Things Product management consists of a lot of different activities: talking to and interviewing customers, planning and prioritizing product features, tracking metrics, presenting your roadmap to stakeholders, etc. There are a lot of interesting discussions to be had around how much time product managers should spend on each of those activities, but there are definitely some time-wasting activities product managers (and pretty much everyone) should avoid. This post describes six such activities and explains why they’re detrimental to your productivity and long-term effectiveness. 7. Why Your Minimum Viable Product Sucks As a product manager, you’re under a lot of pressure from stakeholders, customers, and the market to develop excellent products that differentiate your organization, delight customers and send profits through the roof. You’re also under pressure to do this quickly and under budget. Agile development and the concept of a Minimum Viable Product (MVP) have made this easier in some ways but also riskier. This blog post explains why your MVP might not be living up to your expectations. Read it to find out why there are many ways to interpret and misinterpret the notion of an MVP. 8. Product Manager Career Paths: 3 Myths Debunked Whereas the third entry on this list outlines the product manager career path, starting with Associate Product Manager, this blog post is focused on how people arrive at the field of product management in general. We’ve received a lot of questions from smart individuals in engineering, marketing, user experience, data analysis, and other roles adjacent to product management that want to know how to break into the field. This post outlines three common misconceptions about how people become product managers and explains some of the broader personality and character traits that product leaders look for in job candidates. 9. Product Launch Checklists: From the Oscars to a Software Product Release, They’re Necessary Launching a product involves managing several parallel timelines and product launch checklists help you ensure that nothing falls through the cracks. We suspect this article was popular because it offers a useful product launch checklist to help product managers prepare for the unexpected. Product launch checklists help you think through all of the processes, steps, and assets you and your team will need to prepare for and complete prior to your product launch. Use it as a starting point and adapt it to fit your own launch routine. 10. 10 Great Podcasts for Product Managers Product managers are busy. But they also love to learn. Podcasts (and audiobooks) are entertaining, informative, and thought-provoking, and they let you keep your hands free! These podcasts represent a sample of what’s out there and cover topics ranging from entrepreneurship and marketing to sales, optimization, time management, and more. Some of them are product-focused, while others are full of insights from adjacent fields that product folks should still find quite useful. Some of them are just fun! Check out our list, download a couple of sample episodes, and enjoy! _____ We hope you enjoy the articles on this list and that you make your flight! Did we miss one of your favorite posts? Leave us a comment and let us know!

Imagine a product team out for dinner and drinks. They’re celebrating a big win. The product manager, development team, product owner, maybe even a couple of company executives are there. They must have achieved something significant, right? A revenue milestone? Important roadmap deadlines? Reaching a target number of customers? A positive product review in a major industry publication? What if I told you the team is celebrating the fact that they released the new version of their product a day before the internal deadline on their roadmap? That might be cause for celebration. But maybe not. Pushing out a new feature or product—even if you do it on time—is only one way to measure team success. And it isn’t the best way, not by a long shot. Before this hypothetical product team starts raising their glasses and making toasts, they might want to wait for the answer to a far more important question. Will our customers be enthusiastic about this new product release? Themes—Not Dates—Are the Stars of Your Roadmap A product roadmap conveys the strategic direction and goals of your product. I like to think of a roadmap as a brief, clear story of how and why a product will impact the market. That’s why you want to arrange your roadmaps into themes—those big-picture goals your team sets out to achieve. You want your team to focus first on product strategy, not deadlines. When stakeholders view the roadmap, you want them to easily grasp the story behind your planned work in the coming months. For a B2B software maker, those themes might look like these: Enable a self-serving buying experience online Create a free trial download Develop a scaled-down product at a lower price to attract single-license users That tells a story. It depicts a company that’s thinking strategically. The themes on this roadmap show the product team is trying to find new ways to reach customers, doing business with them more conveniently, and reposition their product to find new markets. But what if, instead of themes and strategies, the most prominent elements of your roadmap were dates and timeframes? Imagine if what stood out on your roadmap were these: Complete in Q2 2021 Release March 17 Push live by the end of January Where’s the story behind this roadmap? Where’s the vision, strategic thinking? What is this company even building? 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.w-css-reset-button-important{border-radius:0!important;color:#fff!important;} Complete the form to access the full webinarFirst Name*Last Name*Job Title*Email*LIKE.TG is committed to protecting and respecting your privacy, and we’ll only use your personal information to administer your account and to provide the products and services you requested from us. 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For more information on how to unsubscribe, our privacy practices, and how we are committed to protecting and respecting your privacy, please review our Privacy Policy.#wistia_grid_43_wrapper{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;font-family:Arial,sans-serif;font-size:14px;height:100%;position:relative;text-align:left;width:100%;} #wistia_grid_43_wrapper *{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;} #wistia_grid_43_above{position:relative;} #wistia_grid_43_main{display:block;height:100%;position:relative;} #wistia_grid_43_behind{height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_43_center{height:100%;overflow:hidden;position:relative;width:100%;} #wistia_grid_43_front{display:none;height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_43_top_inside{position:absolute;left:0;top:0;width:100%;} #wistia_grid_43_top{width:100%;position:absolute;bottom:0;left:0;} #wistia_grid_43_bottom_inside{position:absolute;left:0;bottom:0;width:100%;} #wistia_grid_43_bottom{width:100%;position:absolute;top:0;left:0;} #wistia_grid_43_left_inside{height:100%;position:absolute;left:0;top:0;} #wistia_grid_43_left{height:100%;position:absolute;right:0;top:0;} #wistia_grid_43_right_inside{height:100%;right:0;position:absolute;top:0;} #wistia_grid_43_right{height:100%;left:0;position:absolute;top:0;} #wistia_grid_43_below{position:relative;} Download Your Free Guide to Product Roadmaps ➜ hbspt.cta.load(3434168, 'c4a6fb52-ab88-49e7-9a08-99c0cb718839', {}); The deadlines won’t matter in the long run. To put this another way, let’s say Microsoft adds a feature to its Teams collaboration app. Unfortunately, the new tool falls flat with users. Now imagine that the product team launched this new feature by the internal deadline they set for themselves. In a year, is anyone in the company going to say, “Well, that Teams widget was a disappointment, but at least our product team released it on time”? Yes, Dates Are Important to Product Success At this point, you might be wondering if I put much value at all on dates and deadlines. Absolutely. Product managers always have limited resources—including time. You’ll need dates and deadlines for several strategic reasons, including: Helping your team weigh which items it can work on over a given timeframe Giving your developers a sense of how to structure and schedule their work Keeping your team on pace with relevant events, such as tradeshows or holidays Gauging your effectiveness at driving products forward according to plan So Why Shouldn’t We Hit All Roadmap Deadlines? If you can achieve everything you want strategically for your product and still meet every deadline on your roadmap, you might be ready to think bigger. Empowered product management teams are constantly adjusting course to meet their customers’ evolving needs and the market. A product roadmap should be somewhat aspirational. Its themes should include at least some stretch goals that may not be clearly defined and require creativity and lateral thinking. Creating a roadmap with space for learning and insights means you will be ready to take advantage of new opportunities. It also means you can regularly question if your original roadmap delivers the most value to your customer. This is why I’m skeptical about any team’s ability to set those big strategic goals for their product but still get all of their projects done on time. And if you have to choose between these two competing goals—aiming big with your product or hitting all of your roadmap deadlines—I’d highly recommend you choose to aim big. A Deadline Culture Has Nasty Side Effects Becoming date-focused on your product roadmap is dangerous not only because it can take your team’s attention away from the strategy they should be focusing on. The risks are much greater than that. Here are some of the negative side effects of prioritizing roadmap deadlines over themes: 1. Focusing on deadlines assumes you have nothing to learn. When planning your roadmap, you have a good idea of the problems you are looking to solve, whether framed as jobs to be done, business objectives, or even features. You likely have some hypotheses about how you will solve them and even the technical challenges, but you should be prepared to learn along the way. Reserve space for additional validation and discovery, and be open to learning that you need to make some changes. You may find the problem isn’t worth solving or that it’s no longer the highest priority due to market trends. Alternatively, you may find that to solve it well, and you need to do much more than you planned. If you are focused only on meeting the deadline, you are not delivering the best solution possible. 2. You might set deadlines later than necessary to make sure you hit them. In a company culture that treats deadlines as its prized metric, product managers will undoubtedly be tempted to set their roadmap deadlines out as far as possible. What better way to ensure “success,” as the company defines it? But when you take this approach, you also under-use your developers, product owners, project managers, and other team members. You might not be allowing your team to function at top capacity and do all the great work they’re capable of. 3. You might aim too low because you’re afraid of upsetting stakeholders. A date-obsessed product team also runs the risk of playing it safe, under-promising, to hit their deadlines. This often happens in organizations whose executives focus on deadlines over other success metrics. But your senior leadership’s obsession with roadmap deadlines can’t be your excuse to limit your strategic goals or vision. As a product manager, it is your responsibility to show your executive stakeholders that you have big goals for your product. You’ll need to persuade them that achieving those goals will be more important than whether you hit your roadmap’s deadlines. 4. You might prioritize work, not for its strategic value but because it seems easiest to complete on time. And what an innovative and impactful product that will be! Failure can be a powerful teacher. If you set aggressive deadlines for a project and miss it, that can still yield some successes. For example, it can help you discover important details about your team’s capacity and pacing and any shortcomings of your processes. But even more important, building a culture that allows for a degree of failure—such as missed deadlines—also encourages more innovation and risk-taking. Both are keys to building products that make a positive impact on your market. How to Deal with Roadmap Deadlines Having said all of this, I do believe deadlines can play a useful role in your product roadmap. After all, I’ve overseen the development of the date-based milestone feature on LIKE.TG’s roadmap app. But you need to make sure your team treats roadmap deadlines with the proper amount of weight. Your team shouldn’t ignore the deadlines on your roadmap, nor should they think their success rests on meeting those dates. Here are a few steps I’d recommend: Build a team culture that emphasizes product quality first (even above deadlines). Set a success rate for hitting deadlines that you’ll be happy with. It should be a high percentage but below 100%. When your team fails to hit a roadmap deadline, please don’t treat it as a reason to reprimand your coworkers or to hang your head in shame. Instead, learn from those misses. As a Product Manager, Your Real Goal Isn’t on Any Calendar As you drive your products’ development and continuous improvement, you’ll want to hit your deadlines whenever you can. That’s one way to measure how effective you are in your product management role. But it’s not the end in and of itself. The goal behind any product management effort—releasing a new feature, for example—is to benefit both your customers and your company. Remember: Your primary role as a product manager is to solve real problems for your market. It’s not to deliver those solutions on June 11. hbspt.cta.load(3434168, 'fce9ff32-fc97-45d5-a22b-8ac8e9c76cb2', {});

In modern software development, product designers tend to be embedded on a cross-functional squad or scrum team. That team’s collective work is often represented, at a high level, as features on the product roadmap. The work of a product designer, however, is distinct from their developer counterparts. Also, the role of product design in designing great user experiences is both tactical and strategic. The Role Roadmaps Play in Managing Product Design As an organization scales, product design leaders and other executives need some way to track their team’s efforts. They need to ensure all teams are working in service of the same goal and user outcome. The roadmap can be a powerful tool in coordinating these efforts, including the product design team members. Avoid the Temptation for a UX Roadmap I sometimes hear of design leaders who use a roadmap to track the work of their designers. More often, their bosses ask for a UX roadmap to have visibility into the design team’s workstream and bandwidth. These use cases give me pause, as the UX Roadmap is an artifact of waterfall software development. As modern software development has adopted a more agile and lean approach, the design has become more integrated and in-step with the development team. In this practice, having a separate UX and Product Roadmap doesn’t make sense. Even if your team is still practicing handing up-front design to developers, that work is still ultimately guided by the product roadmap. In most cases, it seems the goal of a UX Roadmap is more for management to stay on top of what each designer is working on across several teams. For this, I would argue that a roadmap (which is more strategic by definition) isn’t the right solution. It would be more beneficial to somehow view and track tasks at a global level. I usually recommend tracking design tasks alongside development tasks in the same system. Capture Product Design With Your Existing Product Roadmap The work of product design is always in service of the product strategy. So, including design work on the existing product roadmap is a great way to provide visibility into their work. Understanding how design supports product initiatives also enables collaboration. Cross-functional leaders can better align and respond to schedules that inevitably slip. It’s generally recommended to have different roadmaps for different audiences. Representing design work, then, should be at the appropriate fidelity for the right audience. I recommend showing tactical design work on shorter-term roadmap views and more strategic work on longer duration views. Tracking tactical design Tactical design tasks include activities such as UX research, design sprints, prototyping, and usability testing. These activities are granular, which might be more information than executive leaderships care to see. They are, however, critically important to the team and the short-term view. For this reason, I recommend including these tasks on weekly or bi-weekly view roadmaps. Seeing those design tasks can be beneficial for audiences that need to plan and sequence their work. For example, on any given sprint, most teams are balancing current work with planning for work to pick up in the future. So, your current sprint might have a line on the team’s product roadmap for prototyping when, in the following sprint, the development work may begin. Similarly, at the beginning of the next sprint, there may be a line representing that team’s usability testing to validate what is being built. Tracking strategic design Much of the product design team’s work is more strategic than tactical. Some activities that might fall into this category include strategic user research or design audits. Design teams may also build playbooks and libraries that support the greater organization. This work is in contrast to design work that focuses on a particular team and/or initiative. For this reason, a design leader may want to advocate for their own lane to include these efforts on higher-level roadmaps. And high-level roadmaps tend to cover a longer duration (months or quarters). Visibility into strategic design work can be especially valuable for executives. For example, strategic user research usually looks out ahead to generate new product ideas or opportunities. More research follows the discovery of those ideas to validate their feasibility and business viability. These efforts serve the product and also inform the cross-functional roll-out efforts. In addition to informing what to build, user research also helps coordinate sales, service, and marketing efforts. Tracking design system work The outlier to the tactical vs. strategic design categorization is work done on the organization’s design system. The primary purpose of a design system is to enable design decisions at scale and across teams. It provides a system for designers and developers alike to pull their components and patterns from. Because it is an internal product, the design system requires the focus of a product development team to build. In this case, represent a design system that works the same way you would other product-related initiatives. hbspt.cta.load(3434168, 'bcf47ad4-3832-42c0-9ae8-1fd954c6be9c', {}); Use Product Design Roadmaps Only for Team Development By now, it’s clear that my strong belief is that product design work does not belong on a roadmap separate from the product team’s. However, in general, roadmaps can be a useful tool for all kinds of purposes for various roles in an organization. A marketing team might use a roadmap to plan their editorial calendar. Or a sales team might roadmap their strategy towards winning deals in a certain segment. In the same way, a product design leader may use a roadmap to communicate the strategy for growing their team and practice over time. For example, most design leaders make calculated investments to improve design maturity in their organization. A roadmap is an effective tool for illustrating and communicating that plan and how the organization might support those efforts. To learn more about tools experts use in product design teams, watch our recent webinar: 点击播放声音 @keyframes VOLUME_SMALL_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } @keyframes VOLUME_LARGE_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } .volume__small-wave { animation: VOLUME_SMALL_WAVE_FLASH 2s infinite; opacity: 0; } .volume__large-wave { animation: VOLUME_LARGE_WAVE_FLASH 2s infinite .3s; opacity: 0; } 55:49●●●●●●●AgendaBackgroundTeam StructureDesign ProcessArtifactsProduct ComparisonLive QA #wistia_chrome_23 #wistia_grid_75_wrapper .w-css-reset{font-size:14px;} #wistia_chrome_23 #wistia_grid_75_wrapper 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.w-css-reset-button-important{border-radius:0!important;color:#fff!important;} Continue WatchingFirst Name*Last Name*Job Title*Email*LIKE.TG is committed to protecting and respecting your privacy, and we’ll only use your personal information to administer your account and to provide the products and services you requested from us. 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For more information on how to unsubscribe, our privacy practices, and how we are committed to protecting and respecting your privacy, please review our Privacy Policy.#wistia_grid_75_wrapper{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;font-family:Arial,sans-serif;font-size:14px;height:100%;position:relative;text-align:left;width:100%;} #wistia_grid_75_wrapper *{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;} #wistia_grid_75_above{position:relative;} #wistia_grid_75_main{display:block;height:100%;position:relative;} #wistia_grid_75_behind{height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_75_center{height:100%;overflow:hidden;position:relative;width:100%;} #wistia_grid_75_front{display:none;height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_75_top_inside{position:absolute;left:0;top:0;width:100%;} #wistia_grid_75_top{width:100%;position:absolute;bottom:0;left:0;} #wistia_grid_75_bottom_inside{position:absolute;left:0;bottom:0;width:100%;} #wistia_grid_75_bottom{width:100%;position:absolute;top:0;left:0;} #wistia_grid_75_left_inside{height:100%;position:absolute;left:0;top:0;} #wistia_grid_75_left{height:100%;position:absolute;right:0;top:0;} #wistia_grid_75_right_inside{height:100%;right:0;position:absolute;top:0;} #wistia_grid_75_right{height:100%;left:0;position:absolute;top:0;} #wistia_grid_75_below{position:relative;} Another example where a product design roadmap might be useful is in team support and planning. A design manager might see an opportunity for filling skill gaps on a team, for example. A roadmap could help her map out a plan to educate existing team members and/or hire to fill those gaps. Additionally, a cross-functional roadmap could be useful for coordinating headcount planning across teams. Keep Design Work Visible Finding the right level of detail for a product roadmap can be tricky and is dependent on the audience. Product managers may not understand the value of including the design on their product roadmap. Collaborating with product managers on the roadmap is a great way for design leaders to communicate their team’s work. Product design work is uniquely different from development. Including design on the product roadmap provides visibility into how they support the company’s short and long-term efforts. Build a Visual Product Roadmap ➜ hbspt.cta.load(3434168, 'a81908bd-d7dd-4be2-9d7e-cb09f3f90137', {});

In an ideal, data-driven world, every product, project, and program would come gift wrapped with its own precise set of goals, objectives, and KPIs. There would be no bad strategy. The rationale would be crystal clear, as would measuring its success. Bad Strategy Happens The world is a messy place. There are many occasions when half-baked ideas get greenlit, fuzzy concepts are approved, and individual initiatives are largely disconnected from the corporate strategy. If one even exists at all. These are not the stories we like to tell ourselves, but they’re far too often the realities we face. A lacking strategy or bad strategy is nothing to celebrate. However, it’s not necessarily a forgone conclusion that it will all fail. In fact, it may even be an opportunity for the lucky/unlucky soul who has one of these incomplete ideas dropped on their desk. But it will require a little research and detective work, some insightful analysis, and a dash of storytelling savvy to bring it all home. 5 Product Strategy Tips from a VP of Product If and when you find yourself inheriting something with no concrete, measurable connection to the business’s desired outcomes, it’s your job to connect the dots and ensure the product actually ends up being helpful in the end. Here are some pointers for making lemonade from that bag of lemons. 1. Get to the why. First and foremost, you must figure out why this product matters to the business. The executives who lobbed it your way might have their stated reasons, but those should be taken with a big ol’ grain of salt. Instead of blindly following orders and assuming there must be a good reason to build what was requested, take a giant step back. Create two columns, and in the first, jot down what’s important to the company. If there are shared goals, objectives, targets, etc., use those as a starting point. But don’t hesitate to peel back the onion and get to the heart of the matter. Treat this just like you might a customer request for something specific. You must understand why they’re asking for it in the first place. To start, list out everything that matters to the business. In the other column, start coming up with everything this particular product could do for the business. Do this even if they don’t immediately line up with those corporate goals. It’s not yet time to rule anything out. Just get all the possibilities on the table. For example, let’s say someone asks you to build out user review capabilities for an e-commerce site. But the only reason they gave was that “everyone else has one.” While keeping up with competitors is a valid rationale, user reviews could obviously offer more benefits than simply checking another box in your competitive analysis table. In this case, one additional benefit would be increasing confidence for potential buyers. This could lead to increased gross sales, more new conversions/customers, or better search results. Those could then be linked with existing (or even unstated) business goals. hbspt.cta.load(3434168, '1f74539e-d4fc-4cb3-97c6-fd86de2bf62e', {}); 2. Define your own version of success. If you’ve found yourself with no targets, KPIs, or other measures of achievement, it’s time to draw up your own. While this might feel daunting, it’s a unique opportunity to define your own goals for a change. Your homegrown KPIs should make sense in the context of the larger business. If the revenue model is based on subscriptions, then “increasing page views” is a lousy thing to track. However, it’d be excellent for an ad-based model. So concentrate on what you can measure that really matters. At the same time, you want to be sure you’re measuring things relevant and actually influenced by the product in question. While the company’s goal might be landing a strategic set of clients, for instance, your product probably can’t do it by itself as that’s really a sales effort. Ensure anything measuring product success is within the control of the product itself. Luckily, you don’t have to start from scratch in this area. There are well-established metrics that products and companies rely on. Ones that you can crib from, borrowing what’s best for your situation and dodging anyvanity metrics. Download Product Success Metrics ➜ hbspt.cta.load(3434168, '18f5a8aa-393b-4397-9fd4-f7758c1edf55', {}); Then, once you’ve decided what you’re going to measure, it’s time to pick some targets for your product metrics. They should be a stretch but attainable and realistic. Quantitative measurements are always easier, but a dash of qualitative might be appropriate as well. You’ll eventually need to secure buy-in from other stakeholders. But now you’re giving them something to react to and OK versus asking them to figure it out themselves. Even if you’re wrong, you’re going to end up with more information than you had before. For a busy executive, this mode of interaction is often preferable. Even if it’s not exactly the most rigorously researched method. 3. But track everything. Even if you have a pretty good handle on which metrics matter for the product and the business, you never really know what the future holds. Tracking absolutely all data and everything is absurd, but tracking what’s reasonable to the goal will ensure you have flexibility. It’s always a good idea to be sure the reasonable instrumentation is in place for every reasonable data point. This way, instead of answering “I don’t know” when someone throws a curveball at you, you can at least counter with “we’ll have to run a report on that.” You may even get curious yourself about something that wasn’t originally on your radar, so the more available data the better. However, how much information you’re communicating and socializing should remain narrow and relevant to those previously identified goals. You don’t want to open yourself up to second-guessing by churning out reams of reports no one ever looks at… until someone does and you’re caught on the back foot. 4. It’s OK to be wrong. Figuring out what success looks like for a new initiative is an ongoing process. At the start, you’re mostly operating on assumptions. Over time, you can course-correct based on what you’re seeing once real people begin interacting with the product. But kicking things off on unsure footing can be an extremely uncomfortable feeling, especially if you’re still trying to establish your credibility. So come right out and say that you’re unsure if these are the best ways to measure success. You’ve got to start somewhere, and over time there will be many opportunities to adjust the goals and measures of success. Making this a collaborative exercise versus trying to perfect it all yourself can also help. Not only are two heads (or more) better than one in this case, but you also create some cover if a higher-up is less than pleased with your proposal. 5. Make a plan to circle back Since you’re going to market with less than 100% confidence, it’s key to acknowledge this reality and formulate a timetable for revisiting it. Confirming your strategy’s efficacy, the relevance of your metrics, and the alignment with corporate objectives should be a standard operating procedure. But in these cases, it’s optimal to acknowledge the elephant in the room and establish a cadence and process for how things will be evaluated on an ongoing basis. Not only does this keep you from barreling in the wrong direction for too long, but it also lets everyone else involved know they’ll have ample opportunity to assess and chime in early and often. This openness to feedback and nimble approach can make any foray seem a little less risky. Bad Strategy isn’t Unusual A temporarily aimless product or company might seem like an anomaly, but it’s far more common than you’d think. Old or bad strategies can die off before new ones are happened upon. Business models can fail without the company folding. We’ve seen far too many examples of companies rising like a phoenix from the ashes of a mediocre existence. In the late 1990s, no one would have pegged Apple to turn into the juggernaut it is today, despite its early successes and subsequent stumbles. And there are just as many cases where a product’s original purpose fizzled out, but an “off-label” use case turned it into a success, such as bubble wrap, which was originally intended to be wallpaper. You’re also not alone. When we asked product managers how they felt about strategy, plenty of folks didn’t think their company was killing it. 60% sought more clarity regarding their company’s vision, while 40% felt their current strategy communication was pretty average. A lack of strategy isn’t the same as being saddled with a bad one. You don’t have to fight against inertia and momentum heading in a bad direction. You need to kickstart things and give them a push toward what you hope and believe is a success. Adopt a growth mindset. Establish a culture that prizes experimentation. Prepare for and accept that failure, missteps, and setbacks may come your way. Most importantly, start somewhere and push forward—you don’t know where you’ll end up until you get there. 点击播放声音 @keyframes VOLUME_SMALL_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } @keyframes VOLUME_LARGE_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } .volume__small-wave { animation: VOLUME_SMALL_WAVE_FLASH 2s infinite; opacity: 0; } .volume__large-wave { animation: VOLUME_LARGE_WAVE_FLASH 2s infinite .3s; opacity: 0; } 1:00:16●●●●●●●●●●●Meet the PanelAgendaPoll #1Product KPI vs. Strategy KPIProduct Strategy GamePoll #2How do you identify early adopters?What does a good strategy look like?How do you communicate strategy?Live QAThank you! #wistia_chrome_23 #wistia_grid_71_wrapper .w-css-reset{font-size:14px;} #wistia_chrome_23 #wistia_grid_71_wrapper 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After working in the product management space for a few years, I realized that I needed to take some classic product management advice and apply it to my own life—nothing good happens in a vacuum. I’d been spending far too much time living strictly within the small bubble that was my comfort zone and not enough time exploring new things, things that truly challenged me and broadened my ways of thinking. Being a creature of habit, I knew I’d have to take drastic measures to break out of the bubble in which I lived. So, I told my landlord I was moving out of my rent-controlled apartment in Oakland, sold most of my possessions, and made my way to Quintana Roo, Mexico where I trained to become a cave diver. While it was the scariest thing I could think of doing at the time, to this day it is the best gift I have ever given myself. I had to laugh when a former co-worker from California recently referred to me as the “navy seal version” of my old self upon hearing about some of my adventures under the Mexican jungle. Contrary to popular belief, cave diving is not a sport for adrenaline junkies or daredevils. Rather it’s a sport for people who like to think, explore, and solve problems. As I was pondering this one day while gliding weightlessly through the underground, it dawned on me that product management and cave diving actually have a lot in common. If you can think like a product manager, you can learn to think like a cave diver (and vice-versa). Many lessons I’ve learned while cave diving can be applied directly to product management. Today I’d like to share a few of those lessons. 1. Never lose sight of objectives Poor prioritization and lack of focus can and will kill you, which is why we must define and live by key objectives. In cave diving, that’s easy. Regardless of where you’re diving and who you’re with, the main objective for any dive remains the same: Get out of the cave alive. Product managers’ key objectives can vary far and wide based on industry, company stage, and business strategy, but the guiding objectives are simple. Build a product that generates profits, stands the test of time, and solves a problem worth solving. All decisions we make in cave diving are made with our key objective in mind. We must constantly ask ourselves whether our actions, whether large or small, align with and support our objectives. Only when you can meet your core objective with 100% confidence should you accept the addition of potentially distracting secondary objectives such as underwater photography, survey, and exploration efforts. Safely prioritizing around objectives means maintaining an acute awareness of the impact of every decision we make. In both product management and cave diving, meeting key objectives requires us to exhibit some serious focus and restraint in the face of temptation. For PMs, that temptation may come in the form of a “shiny object” feature idea that emerges during a roadmap planning meeting — of course you can build it, but is it the right thing to do right now? For cave divers it may come in the form of a mysterious unexplored passage you discover when nearing your turnaround pressure. Sure you can explore it, but given your objective and remaining gas supply, should you explore now or come back later with a new set of tanks? While something may be tempting in the moment, you must think critically about whether the timing is right, given all other factors. If it jeopardizes your key objective, simply don’t do it. Tweet This: “In both product management and cave diving, meeting key objectives requires us to exhibit some serious focus and restraint in the face of temptation.” 2. Stay cool and level-headed under stress One of the marks of both properly trained cave divers and experienced product managers is being exceptionally good at making decisions under pressure. In cave diving, every decision is made quite literally under pressure. For every 10 meters/30 feet of depth, the atmospheric pressure underwater doubles from that experienced at the surface. In the less literal sense, cave divers are keenly aware that a single bad decision while navigating, or a momentary lapse in judgement can have fatal consequences. We absolutely cannot allow stress and task-loading to blur our judgement. Product managers are put under a great deal of pressure as well. At times it can seem like everyone around wants something from you. And surprise! They all want something different. Customers want you to improve your app’s sharing functionality. Stakeholders want you to build that new gizmo a key competitor just released. Sales is hounding you to build that feature they promised a huge prospect last week. Oh and they all need it, like…yesterday. Meanwhile, your inbox is overflowing, your performance review is approaching quickly, and suddenly your head is spinning because there is simply too much going on. I’ll be first to admit, I am terrible at managing stress. However, through my cave diving training, I’ve been able to gain more effective tools for stress management. By far the most useful lesson I learned was when my instructor intentionally made several things go wrong at once and then closed the tank from which I was breathing. At first it felt like there were a million things that needed to be fixed RIGHT NOW. But as soon as I realized I could not breathe, I was forced to think critically and prioritize which fires to distinguish first. I realized in that moment that the only actual fire was the closed tank; the rest of the problems were simply minor annoyances that I could take my time solving. When pressure is high, it’s easy to forget that (unless you can’t breathe) you have every right to hit pause for a moment so you can land on the most informed, thoughtful solution. If you’re stressed out, you’re more likely to make rash or foolish decisions. Consider this next time you’re sitting in the hot seat. Stop and think before you act. The extra moments, hours, or days you spend thinking, researching, and making educated decisions are far less costly than fatal errors. 3. Don’t be afraid to say no I’ve learned hundreds of new words since moving to Mexico and picking up Spanish as well as a little bit of German. But regardless of what language I’m speaking, the most useful word I’ve learned to use here is one I should have mastered ages ago: “No.” I used to be what you’d call a “yes person,” especially at work where I often would take on a heavier workload than I could manage. I was too afraid to say “no” to my bosses, or perhaps I didn’t know how to say no. Cave training has finally helped me break that habit. It helped me realize that it is my right to say no. And it taught me to be more thoughtful about where the intersection of “can” and “should” lies. All (decent) cave divers abide by something we call “the golden rule,” which states that any diver can call any dive at any time for any reason with no questions asked. Of course, product managers who say “no” will most likely need to prepare some explanations. But it’s important to remember that as the strategic leader of your product, it is not just your right but also your duty to say “no” when it is warranted. Some things are easier to say “no” to than others; these are things we simply cannot do, regardless of whether we want to or not. But beyond saying “no” to the many things we simply cannot do, we also need to learn that “can” and “should” are not one in the same.There are plenty of things we can do, but that doesn’t mean we should do them. We need to recognize this and act accordingly. 4. Be curious. But explore responsibly. Curiosity can either be a cave diver’s best friend or their worst enemy. Without it, there would probably be far fewer cave divers out there, and there would definitely be significantly less explored caves in the world. If it weren’t for curiosity, the team of cave divers who recently connected Dos Ojos and Sac Actun cave systems to create the largest underwater cave system in the world wouldn’t have spent 10 months working on their vision. The exploration aspect of cave diving and caving in general is perhaps one of the most exciting parts of the sport. Some exploration expeditions start with a hunch, while others are more spontaneous. In either case, exploration means getting your hands (literally) dirty with no guarantee that you’ll find what you’re looking for. Whether you find a dive-able cave or not, you should look at your efforts as a success because they teach you lessons that will inform your next expedition. But exploring the unknown doesn’t come without risks. Underwater caves are hostile environments; places where human life is not meant to exist. With unexplored caves, you truly don’t know what you don’t know. And you often don’t know much more than what meets the eye at the surface. While venturing into an unexplored cave will always carry a certain amount of risk in itself, cave divers who live to tell their tales of exploration are keenly aware of what is at stake. They go to great lengths to minimize their risk as much as possible. Product managers must take exploration seriously as well. There is no innovation without exploration and no exploration without some amount of risk. We can be more calculated about our risk by thoroughly researching before experimenting and designing. We also must be keenly aware of what is at stake at all times, and whether we are willing to face any associated risk. Sometimes we can’t simply dive right in to an experiment. Instead we must test things little by little until we have enough information to confirm that an experiment presents limited risk. Finally, we must remember that even if our experiments don’t lead us to a desired conclusion, all knowledge picked up along the way is valuable. 5. Use the right tools for the job (one size does not fit all) Cave diving is a sport that requires a LOT of highly specialized and personalized equipment for safe participation At 153 cm and 41 kgs, I am substantially smaller than your average cave diver. As such, I’ve learned there is truly no such thing as “one size fits all,” no matter what marketing materials claim. Finding equipment that works well for me has been a long and frustrating process of trial and error. But it has also shown me the true value of having the right tools for the job. One should not settle on solutions that are merely “good enough.” Whether you’re a product manager or a cave diver (or both!) you’ll be exposed to countless tools. Within both communities you’ll find opinionated advocates making their cases for the “best” tools. While suggestions from others can help you establish a starting point, it’s important to understand that the “perfect” tool for one person or organization may not be the perfect one for you. And that’s ok. Take your time experimenting with different options until you find something that works exactly as needed. Avoid looking for the cheapest option or the most highly recommended one. Research and test thoroughly; in the end, you’ll be grateful to have a toolkit that serves your specialized needs. Finally, once you’ve settled on your chosen tools,, invest time getting to know the ins and outs of how they work so you can ensure you’re making the most of them. At the end of the day, the tools and equipment you use don’t make you a good product manager or a good cave diver. But if chosen carefully, the tools you work with can help optimize your potential. 6. Give thorough briefings Every dive begins with communication. A proper briefing can mean the difference between a smooth, relaxing dive and a chaotic one. So I make it a point to be extremely thorough in my briefings. I never start a dive until everyone in my team is on the same page about the plan. During a dive briefing, I start by explaining where we are going, why we’re going there, the specific roles of everyone in the team, and the limits and scope of the planned dive. I then remind everyone of our primary objective and describe the sequencing of events planned for the dive. I also address any possible hazards, challenges, or concerns that may arise. After that, I make sure all questions are answered before giving the signal to descend into the underground. Even if I am diving alone, I make it a point to share every detail of my plan with someone else. Just the act of articulation helps me identify any gaps that I may have overlooked. As product managers, we cannot expect others within the organization to understand the who, what, when, where, and why of our product strategies. So we must take the time to explain and provide proper briefings. If you fail to articulate your plan to your team, how do you intend to get buy in and support from them? Finally, communication doesn’t begin and end with the briefing, it’s a continuous process. Your briefing or kick-off meeting is a fantastic time to discuss how to handle follow up communication. In dive briefings we often review the communication signals we’ll use while underwater. In product briefings, you can explain what methods you’ll be using to keep the whole team up to speed on product news and updates. 7. Always know where you are, where you’ve been, and where you’re going Product managers have product roadmaps to tell them where they’ve been and where to go next. Cave divers navigate the sea by using personalized navigational markers as “breadcrumbs” to help them find their way back. One of the first rules you learn as a cave diver is that you always must have a continuous line leading you to your exit. A cave diver without a line is like a product without a product roadmap; both are unlikely to last very long. A cave line is more than a piece of string to follow. It’s your lifeline. No matter what happens in the cave, you never stray away from your line. In the event of a silt out ( when sediment particles in the cave get stirred up into the water, reducing or even completely eliminating visibility), the line serves as a tactile, concrete guide back home. If our lights somehow manage to fail and we’re left in darkness, we can use the line to feel our way out with confidence. For product managers, your roadmap is your product’s lifeline. It is a living document depicting where you have been, where you need to go, and the objectives you need to meet. Even when distractions blur your vision, a well built roadmap helps refocus your attention on the objectives that matter. 8. Debriefings are the best learning opportunities The pursuit of perfection is growth’s greatest enemy. There is no such thing as a flawless product or feature launch, and any decently trained cave diver is unlikely to tell you they’ve had a perfect dive. While product managers have retrospectives, cave divers have debriefings. I personally believe no cave dive or product initiative is truly complete until there has been a proper debriefing. Product managers and cave divers who opt to skim through or completely skip debriefings miss out on important learning opportunities. And if we aren’t learning, how can we expect to improve? Have you found product management inspiration in other aspects of your life? Share what you’ve learned in the comments below!

Making a shift to product-led growth sounds pretty appealing, especially to product managers. Knowing your baby is the driving engine behind the entire company’s success puffs up our egos and makes our jobs seem more important than ever. But unless your company offers paid services along with its line of products, how is this different from “regular” growth? And what does it mean for the product leaders steering the ship and plotting out roadmaps? Wes Bush of the Product-Led Institute has literally written the book on product-led growth and joined LIKE.TG co-founder Jim Semick on arecent webinar to discuss this and other related topics. What is Product-Led Growth? The traditional sales model for almost anything is a potential customer interacting with a salesperson. That salesperson may have proactively reached out to the prospect or they might have strolled into a showroom or called up the vendor themselves. Regardless of who initiated the interaction, the model is one where the salesperson is driving the conversation. They’re assessing what the prospect is looking for, what problems they’re trying to solve, and the overall context of the potential purchase. The salesperson is also doing a lot of education as they tout various features and functionality, reference other satisfied customers, and highlight the ease of use or simplicity of implementation and integration. Whether it’s a new car, ERP software, or a timeshare, they’re doing most of the talking. Product In aproduct-led model, it’s the potential buyer that is leading the charge. They’re actively seeking a solution, shopping around to explore their options, doing their own research, and ultimately experiencing the product before they ever plunk down their credit card or issue a purchase order. In these cases, the product is essentially selling itself. Prospects try it out, see how it works, and eventually make their own decision whether to convert their trial to purchase or upgrade to a paid tier of service. Growth The “growth” part of product-led growth kicks in via the scalability of this model. It would take an army of salespeople to call on all these potential customers, walk them through the value proposition, and hold their hand while they try it out. But when you’re trying to close dozens or hundreds of thousands of deals per week, the salesperson-driven model falls apart. It’s simply too expensive to grow at the desired rate and creates scenarios where the payback on thecost of acquisition is to create a sustainable, growing business. When the customers are doing most of the legwork themselves, growth happens organically and the product itself is its best spokesperson. hbspt.cta.load(3434168, '57ff7e42-ccfa-4d9e-b5be-8a0f6ba69363', {}); Why Product-led Growth is Having A Moment “Whether it’s your cellphone, your Internet, everything in tech is deflationary. That means consumers want to pay less for your software tomorrow,” Bush said. While this has always been the case with any new technology, the low barrier to entry in today’s marketplace has greatly accelerated the trend. That means it’s much cheaper to start new companies and attack both existing and emerging markets. “It’s easier to start your business, but it’s harder to grow,” Bush added, referencing the fact that the cost of acquisition has increased 50% during the past five years. Simultaneously, there’s been a distinct change in shopping behavior. “The buyer has changed. We prefer to self-educate,” Bush said, referencingresearch from Forrester indicating an overwhelming majority of buyers prefer to self-educate than talk to someone in sales. Semick echoed this sentiment, citing LIKE.TG’s own experience. “We discovered really early on that they don’t want to have their handheld, especially by a human,” Semick said, citing the tendency of product managers to do their own research. “You can figure it out for yourself, the product speaks for you. You can discover new features in the product as you use the product.” This dynamic dovetails especially well with SaaS companies that are able to offer free trials or adopt a freemium model. Letting customers “try before they buy” creates a much wider sales funnel, and the product itself is now an integral part of the buying experience. Is Product-led Growth a Fit for Your Product? It’s still early days for product-led growth, as only 16% of the webinar’s attendees had adopted it to date. And while product-led growth isn’t a perfect fit for every product, there’s a fairly quick way to assess its viability. In a nutshell, you’re choosing between three options: 1. No touch 100% self-service as customers can research, evaluate/try the product, and make a purchase without any interaction with company staff. 2. Low touch The sales team only reaches out after there are “product-qualified leads” that come in after a prospect has started using the product. Sales are answering questions and “closing,” but not “hunting.” 3. High touch Traditional sales-led approach. These models aren’t mutually exclusive, however, and there can be a mix within the same company, often based on the size of the potential opportunity. To evaluate whether or not to shift to product-led growth, Bush recommends using the four-step MOAT Framework. Market Strategy: The first step is defining your market strategy and how you’re trying to grow in your particular category: Differentiated strategy You’ve created a superior product for a specific market niche that stands apart from the current offerings. This allows you to charge a premium, but because it’s a more confusing and complex product you might need salespeople to educate prospects. For example, a real estate-specific CRM versus HubSpot. Dominant player Your product is better than the competition and you can charge less for it than other offerings. In these cases, a free trial or freemium model is the only way to keep acquisition costs low enough to serve all those customers. Think Netflix or Spotify. Disruptive strategy In this case, you’re offering a “worse” product but charging less. This doesn’t mean it’s a “bad” product, just one that doesn’t do as much as the competition because it’s aimed to serve a specific kind of need. This prevents customers from having to purchase a product that’s really overkilling for how they’ll use it, disrupting that product’s market dominance. In this case, it’s Canva for the casual user and Photoshop for the hardcore professional. hbspt.cta.load(3434168, '1f74539e-d4fc-4cb3-97c6-fd86de2bf62e', {}); Ocean Condition: The “O” in MOAT asks you to determine which kind of market you’re entering: Blue Ocean A new, uncontested market requiring lots of customer education, which necessitates sales reps to inform and cultivate. Red Ocean A vastly competitive, well-established space. Here, the product-led model is the only one that makes sense to achieve any market share or growth. Audience. Next, it’s time to determine who is being targeted during the sales process. Are you going after the buyers or the end-users? Is it a top-down sales approach or a bottom-up? Product-led growth can only work when the company targets who will actually use the product. Time-to-value. Finally, you must assess how quickly a user will have that magical moment where the value all clicks. Product-led products require a quicker path to this realization. For a complex B2B product, the time-to-value might take weeks or months. This can be overcome by mapping out theuser journey and concentrating on how to start solving pain points faster to shorten that journey. At the end of the day it all comes down to this, Bush said: “Does sales add value or is it adding friction?” The Best Benefits of Product-Led Growth There are many reasons to embrace product-led growth if your product passes the previous MOAT Framework test above: It is not the dominant growth engine in the SaaS economy The top of the sales funnel gets much wider It lowers customer acquisition costs The sales cycle speeds up, accelerating revenue Growth is compounded versus linear You can rapidly achieve growth on a global scale Higher revenue per employee Generates better user experiences Any of those would be good reasons to take the leap, but Bush particularly emphasized the importance of compound growth. In a traditional sales model, each salesperson can only have a relationship with so many prospects, which means you must hire more and more salespeople to achieve any kind of exponential growth. However, in a product-led growth model, there’s no relationship between the number of salespeople and the number of closed deals. Growth comes by improving the product experience so more trials convert and by removing friction from the self-service sales process. Each incremental tweak and enhancement gets compounded month over month. hbspt.cta.load(3434168, 'e1e87713-3763-4c27-8f73-f817614e5f52', {}); Show Versus Tell When done well, product-led growth comes down to the communication and execution of thevalue proposition. This has worked well for LIKE.TG, where the product itself is experiencing organic growth within existing customer organizations. Semick said the increased share of wallet thanks to offering free viewer licenses. This exposes other parts of the business to LIKE.TG’s roadmaps and planning boards before they even use the product themselves. “All of this is occurring without humans,” Semick said. “All of this is occurring because they’re having a great product experience.” Bush recommends the UCD model for successful product-led growth: Understand your value Communicate it to the market Deliver it This multifaceted process views the product experience along three axes: 1. Functional With this product, the user can do something specific 2. Emotional Using this product makes them feel a particular, positive way 3. Social Using this product (or completing the tasks this product facilitates) positively influences how the user is perceived by others. hbspt.cta.load(3434168, '3aa6cb5b-cf9b-4527-a6f0-4492930dea99', {}); Onramps to Shift to Product-led Growth Not every organization has the opportunity to begin with a clean slate, but even existing products can pursue this approach. Bush highlighted new product launches and product line extensions as the prime candidates to start this journey, rather than converting an existing product to this model. He recommends trying out both freemium and free trial models and then following one with the otherSaaS pricing model. In practice, this would be either offering a limited version of the product with the opportunity to try out the fully-featured paid version for a limited time or starting with that free trial and then downgrading users to the limited free version after an initial period of time. Both of these approaches give users a free taste of what a paid experience would look like while retaining those customers for the long term, even if they’re not paying for anything right now. This provides further opportunity to convert them to paying customers down the line, perhaps as new features and functionality are introduced that they’d be willing to pay for. To learn more about how to shift to product-led growth and whether it’s the right fit for your company, watch the entire webinar for free or tune into the ProductLed Institute’s podcast episode featuring Jim Semick.