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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.
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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 you...
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 t...
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.
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.
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.
"Imagination is more important than knowledge." - Albert Einstein
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Unlike sales and marketing, who are responsible for very clear, measurable, deliverables (new/retained customers and leads respectively), product managers can’t be measured this way.
The outcome of good product management work is not contained in the product department but rather manifest...
The idea is that product management can no longer say what they think users want. They need to predict what outcome a feature will have.
In the beginning, you don't have the data you need to do this. Your company, in itself, is your hypothesis. As you start to gro...
Good product discovery has a simple underlying structure: Start with an outcome, discover opportunities, discover solutions.
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