3. World Class Product
This all started with a conversation I had with Reid Hoffman in 2007.
Most people start or join new companies because they think âwe can
do it better this timeâ. They come to build a company.
These are the top lessons Iâve personally gained over the past two
decades about product management for modern consumer software.
4. What do Product Managers Do?
Strategyâš
What game are we playing & how do we keep score?
Prioritizationâš
What are the steps from here to there, and in what order?
Executionâš
For this phase, what has to get done and are we on track?
1
5. Product: Results Matter
Product managers âwin gamesâ
The role itself gives limited authority. Like a new coach, the team will let you
deïŹne the plays initially. But in the end, you have to show the team wins.
Product leaders donât play the game, but they are judged by their products.
They cover any gaps. No excuses.
Responsibility, often without authority
2
6. Prioritization: Three Buckets
Metrics Moversâš
These pay the bills. In the end, software that doesnât justify itself will lose
the ability to fund itself.
Customer Requestsâš
If you donât listen to customers, they will lose faith and eventually hate you.
Delightâš
If you donât delight customers, you wonât inspire passion and loyalty in
your users.
3
7. Itâs About the Whole Product
Canât we ïŹnd features that have all three? No.
Metrics movers are rarely requested or delightful.
Customer requests rarely move your metrics or delight people.
Delight features rarely move your metrics, and by deïŹnition, are not
requested.
Great products, however, combine all three.
4
8. Understanding Virality
Key Insight from 2008 @ LinkedIn
Key measure used by applications on social platforms.
Two questions: what features let members touch non-members? How does a
new customer today lead to a new customer tomorrow?
At the heart of virality is an exponential based on branching factor and time.
In an m^n equation, m is the branching factor, n is the cycles in a time period.
Rabbits make lots of rabbits not because of big litters, but because they
breed frequently. ânâ matters more than âmâ.
5
9. Find the Heat
There are two ways to boost engagement: lower friction or increasing desire
Software teams love to focus on the ïŹrst, and rarely dive into the second.
Exceptional experiences depend on capturing the real nuances of human interaction.
Heat is a placeholder term for emotions that drive action, both positive and negative.
Emotion. Passion. Desire.
What strong emotions drive the actions in your products?
Look for âMagic Momentsâ
6
10. Simple is Hard
Itâs true in design, metrics, prioritization, and strategy
We all fear the fate of Microsoft OfïŹce
Whatâs the one thing you want the user to do?
Whatâs the job your customers are hiring you to do?
The great gift of mobile-ïŹrst design
7
12. Final Thoughts
We can be our own harshest critics.
Products are never done.
We are always learning, and our customers are always changing.
Behavior matters. Values matter.
Be a Great Product Leader