Product Managers (PM) are responsible for the growth of the product from the start. If the product fails, the PM takes full responsibility. To ensure a successful outcome, PMs need to spend a lot of time with their product to make it valuable for its users.
Over time, you as a PM may become so used to your own product that it limits your ability to notice small flaws in the user experience.
Look at the product from the perspective of a new user, and find the missing pieces of information that prevents the user from a great experience.
When you launch a new feature or module in your product, consider how the user will discover that feature and interact with it.
Your new feature must create an emotional response of "want to use it" in the user's mind.
During the launch of the product, you decide on a simple pricing model for your product. When your product evolves, is your pricing changing equally? Is your pricing competitive and straightforward for the users as it was initially?
Re-work the pricing strategy of your product so that your existing customers do not feel cheated for what they have paid, and new users can see the value.
You need to continuously get feedback from existing customers and improve your product. It is equally important to talk to people who were your customers in the past and understand what turned them away.
Although you and your team's thought process evolves and becomes mature over time, your product needs to use the same personality and expression to communicate with each user.
You need to revisit those old modules from time to time and make changes for consistency.
Often improvements that will have a less overall impact get prioritized because of a specific and pressing need of your customer success/support team.
Make sure that the improvements are made based on the overall impact.
Teams often spend a lot of time discussing outlier user behavior during their team meetings. Although these conversations are exciting and test the limits, they don't serve the major cohort of your users.
You need to know who the 80% of your users are and prioritize solutions that will serve them.
The decoy effect occurs when a person’s choice between 2 items changes when a third option, asymmetrically dominated, is introduced.
This third option is made easy to discard.
The decoy option is added to nudge the customers towards the intended target option, which is usually more than they really need. These subtle “nudges” are not meant to be manipulative and restrictive.
It can be challenging to plan every detail of the project.
From a product manager view you have to think about the limitations of the technology, you have to think about users who will use your product, you cannot forget about business and marketing requirements and so on.
Sometimes, some of the requirements aren't known at the beginning; sometimes business circumstances change, and sometimes you have to build something first to figure out it can be done better.
Important note: product managers make mistakes as programmers make bugs.
Instead of trying to show how wrong they are, you should focus on finding solutions.
If customer success is our end goal, we need to focus on how this is achieved, even with tough likelihoods.
You need to root for the 'hero' to succeed, developing a connection and cheering along.