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New is Easy but Right is Hard
Hacking Product Management

Bernard Leong
@bleongcw
http://www.bernardleong.com
1
Outline

2
Outline
Product Management
in a nutshell

2
Outline
Product Management
in a nutshell

A Product Manager’s
nightmare

2
Outline
Product Management
in a nutshell

A Product Manager’s
nightmare

Good and Bad Product
Managers

2
Outline
Product Management
in a nutshell

A Product Manager’s
nightmare

Good and Bad Product
Managers

Hacking Product
Management:
How do we decide the
product roadmap?

2
Outline
Product Management
in a nutshell

A Product Manager’s
nightmare

Hacking Product
Management:
How do we decide the
product roadmap?

Good and Bad Product
Managers

My Three Tales on
Product Management

2
Outline
Product Management
in a nutshell

A Product Manager’s
nightmare

Good and Bad Product
Managers

Hacking Product
Management:
How do we decide the
product roadmap?

My Three Tales on
Product Management

Q&A

2
What does a product manager do?

3
What does a product manager do?
Business Strategy,
Market Analysis &
Segmentation,
Risks & Competitor
Analysis

3
What does a product manager do?
Business Strategy,
Market Analysis &
Segmentation,
Risks & Competitor
Analysis

Customer Sales,
Growth & Feedback

3
What does a product manager do?
Business Strategy,
Market Analysis &
Segmentation,
Risks & Competitor
Analysis

Customer Sales,
Growth & Feedback

Product Development,
Engineering &
Roadmap

3
What does a product manager do?
Business Strategy,
Market Analysis &
Segmentation,
Risks & Competitor
Analysis

Customer Sales,
Growth & Feedback

Product Development,
Engineering &
Roadmap

Financials
Management
Profit & Loss (P&L)

3
What does a product manager do?
Business Strategy,
Market Analysis &
Segmentation,
Risks & Competitor
Analysis

Customer Sales,
Growth & Feedback

Financials
Management
Profit & Loss (P&L)

Marketing

Product Development,
Engineering &
Roadmap

3
What does a product manager do?
Business Strategy,
Market Analysis &
Segmentation,
Risks & Competitor
Analysis

Customer Sales,
Growth & Feedback

Product Development,
Engineering &
Roadmap

Financials
Management
Profit & Loss (P&L)

Marketing

Team Execution

3
What does a product manager do?
Business Strategy,
Market Analysis &
Segmentation,
Risks & Competitor
Analysis

Customer Sales,
Growth & Feedback

Product Development,
Engineering &
Roadmap

Financials
Management
Profit & Loss (P&L)

Marketing

Team Execution

In a startup, the CEO is the product manager.
3
The Chasm of Product Management

Chasm

Business

Technology/
Engineering
4
The Chasm of Product Management
Customers say
that we need X
features.

Business

Chasm

Technology/
Engineering
4
The Chasm of Product Management
Customers say
that we need X
features.

Business

Chasm

I build & they
will come.

Technology/
Engineering
4
The Chasm of Product Management
Customers say
that we need X
features.

Chasm

I build & they
will come.

It should be
easy to build X
features.

Business

Technology/
Engineering
4
The Chasm of Product Management
Customers say
that we need X
features.

It should be
easy to build X
features.

Business

Chasm

I build & they
will come.

I insist that X
has to be built
this way.

Technology/
Engineering
4
The Chasm of Product Management
Customers say
that we need X
features.

Chasm

I insist that X
has to be built
this way.

It should be
easy to build X
features.

Business

I build & they
will come.

We need X
features by
tomorrow!

Technology/
Engineering
4
The Chasm of Product Management
Customers say
that we need X
features.

Chasm

I insist that X
has to be built
this way.

It should be
easy to build X
features.

Business

I build & they
will come.

We need X
features by
tomorrow!

It’s just too
much work for
my engineering
team.

Technology/
Engineering
4
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
5
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
5
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
5
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
5
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
9
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
9
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
9
A Product Manager’s Worst Nightmare

Source: Project Cartoon http://www.projectcartoon.com
9
But where’s the balance?
10
Good Product Manager

Bad Product Manager

11
Good Product Manager

Bad Product Manager

Understands the
market, product &
competition

11
Good Product Manager

Understands the
market, product &
competition

Bad Product Manager

Lack of knowledge
about the market

11
Good Product Manager

Understands the
market, product &
competition

Takes full
responsibility

Bad Product Manager

Lack of knowledge
about the market

11
Good Product Manager

Understands the
market, product &
competition

Takes full
responsibility

Bad Product Manager

Lack of knowledge
about the market

Makes lots of
excuses when things
fail

11
Good Product Manager

Understands the
market, product &
competition

Takes full
responsibility

Bad Product Manager

Lack of knowledge
about the market

Makes lots of
excuses when things
fail

Good Execution
according to Plan &
disciplined in
updating everyone

11
Good Product Manager

Understands the
market, product &
competition

Good Execution
according to Plan &
disciplined in
updating everyone

Takes full
responsibility

Bad Product Manager

Lack of knowledge
about the market

Makes lots of
excuses when things
fail

Always fail to meet
timelines &
milestones

11
Good Product Manager

Bad Product Manager

Understands the
market, product &
competition

Takes full
responsibility

Lack of knowledge
about the market

Good Execution
according to Plan &
disciplined in
updating everyone

Figures out the
direction of the
product

Makes lots of
excuses when things
fail

Always fail to meet
timelines &
milestones

11
Good Product Manager

Understands the
market, product &
competition

Good Execution
according to Plan &
disciplined in
updating everyone

Takes full
responsibility

Figures out the
direction of the
product

Bad Product Manager

Lack of knowledge
about the market

Makes lots of
excuses when things
fail

Always fail to meet
timelines &
milestones

Have no clue to
where the product
should go & lack of
discipline not to
provide status
updates to everyone

11
Good Product Manager

Bad Product Manager

12
Good Product Manager

Bad Product Manager

Manages time for
different aspects
appropriately

12
Good Product Manager

Manages time for
different aspects
appropriately

Bad Product Manager

Lost all the time to
firefighting

12
Good Product Manager

Manages time for
different aspects
appropriately

Prepares good
documentation:
marketing collaterals,
FAQs, presentations
& white papers

Bad Product Manager

Lost all the time to
firefighting

12
Good Product Manager

Manages time for
different aspects
appropriately

Prepares good
documentation:
marketing collaterals,
FAQs, presentations
& white papers

Bad Product Manager

Lost all the time to
firefighting

Thinks
documentation is a
waste of time, and
expects the others to
do it

12
Good Product Manager

Manages time for
different aspects
appropriately

Prepares good
documentation:
marketing collaterals,
FAQs, presentations
& white papers

Bad Product Manager

Lost all the time to
firefighting

Thinks
documentation is a
waste of time, and
expects the others to
do it

Communicate
accurately & precise
with all teams

12
Good Product Manager

Manages time for
different aspects
appropriately

Communicate
accurately & precise
with all teams

Prepares good
documentation:
marketing collaterals,
FAQs, presentations
& white papers

Bad Product Manager

Lost all the time to
firefighting

Thinks
documentation is a
waste of time, and
expects the others to
do it

Does not know what
he or she wants and
confuse everyone in
the process

12
Good Product Manager

Manages time for
different aspects
appropriately

Communicate
accurately & precise
with all teams

Bad Product Manager

Prepares good
documentation:
marketing collaterals,
FAQs, presentations
& white papers

Lost all the time to
firefighting

Gathers information
informally and works
around the system

Thinks
documentation is a
waste of time, and
expects the others to
do it

Does not know what
he or she wants and
confuse everyone in
the process

12
Good Product Manager

Manages time for
different aspects
appropriately

Communicate
accurately & precise
with all teams

Bad Product Manager

Prepares good
documentation:
marketing collaterals,
FAQs, presentations
& white papers

Lost all the time to
firefighting

Thinks
documentation is a
waste of time, and
expects the others to
do it

Gathers information
informally and works
around the system

Does not know what
he or she wants and
confuse everyone in
the process

Complains all the
time and blames the
system

12
Good Product Manager

Bad Product Manager

13
Good Product Manager

Bad Product Manager

Focus team on
revenues and
customers

13
Good Product Manager

Focus team on
revenues and
customers

Bad Product Manager

Focus team on what
competition is doing

13
Good Product Manager

Focus team on
revenues and
customers

Knows how to reduce
features & say no
when necessary

Bad Product Manager

Focus team on what
competition is doing

13
Good Product Manager

Focus team on
revenues and
customers

Knows how to reduce
features & say no
when necessary

Bad Product Manager

Focus team on what
competition is doing

Be too
accommodating &
keeps letting the
product get bloated
with features

13
Good Product Manager

Focus team on
revenues and
customers

Knows how to reduce
features & say no
when necessary

Bad Product Manager

Focus team on what
competition is doing

Be too
accommodating &
keeps letting the
product get bloated
with features

Prepares how to
engage the press &
dictate how the story
is written

13
Good Product Manager

Focus team on
revenues and
customers

Prepares how to
engage the press &
dictate how the story
is written

Knows how to reduce
features & say no
when necessary

Bad Product Manager

Focus team on what
competition is doing

Be too
accommodating &
keeps letting the
product get bloated
with features

Lets the press write
whatever they want &
end up fighting with
them when things go
wrong.

13
Good Product Manager

Bad Product Manager

Focus team on
revenues and
customers

Knows how to reduce
features & say no
when necessary

Focus team on what
competition is doing

Prepares how to
engage the press &
dictate how the story
is written

Decomposes
problems into small
chunks to solve
them.

Be too
accommodating &
keeps letting the
product get bloated
with features

Lets the press write
whatever they want &
end up fighting with
them when things go
wrong.

13
Good Product Manager

Bad Product Manager

Focus team on
revenues and
customers

Knows how to reduce
features & say no
when necessary

Focus team on what
competition is doing

Be too
accommodating &
keeps letting the
product get bloated
with features

Prepares how to
engage the press &
dictate how the story
is written

Decomposes
problems into small
chunks to solve
them.

Lets the press write
whatever they want &
end up fighting with
them when things go
wrong.

Conflat all the
problems into one
and have no idea
how to resolve them.

13
Most products fail because ...

14
Most products fail because ...

Too much emphasis on
(business/technology) &
lack of focus on
(technology/business).

14
Most products fail because ...

Too much emphasis on
(business/technology) &
lack of focus on
(technology/business).

Too much features & too
little room for
experimentation or
patience to work for the
long haul.

14
Most products fail because ...

Too much emphasis on
(business/technology) &
lack of focus on
(technology/business).

Too much features & too
little room for
experimentation or
patience to work for the
long haul.

Lack of integration
between marketing, sales
& product development &
that’s why growth hacking
is important.

14
Most products fail because ...

Too much emphasis on
(business/technology) &
lack of focus on
(technology/business).

Too much features & too
little room for
experimentation or
patience to work for the
long haul.

Lack of integration
between marketing, sales
& product development &
that’s why growth hacking
is important.

Execution limited to
specific points of time and
not over arching.

14
How do we decide the product roadmap?

15
How do we decide the product roadmap?

Determine the
business objective of
the product

15
How do we decide the product roadmap?

Determine the
business objective of
the product

Align team on product
development, sales,
marketing & customer
data collection to
business objective
with timeline &
milestones

15
How do we decide the product roadmap?

Determine the
business objective of
the product

Align team on product
development, sales,
marketing & customer
data collection to
business objective
with timeline &
milestones

Do not be distracted by
your competitors’
product or say no to
adding new features or
total perfection.

15
How do we decide the product roadmap?

Determine the
business objective of
the product

Align team on product
development, sales,
marketing & customer
data collection to
business objective
with timeline &
milestones

Do not be distracted by
your competitors’
product or say no to
adding new features or
total perfection.

Hold yourself
accountable to a set of
metrics

15
How do we decide the product roadmap?

Determine the
business objective of
the product

Align team on product
development, sales,
marketing & customer
data collection to
business objective
with timeline &
milestones

Hold yourself
accountable to a set of
metrics

Ensure that everyone
is on message.

Do not be distracted by
your competitors’
product or say no to
adding new features or
total perfection.

15
How do we decide the product roadmap?

Determine the
business objective of
the product

Align team on product
development, sales,
marketing & customer
data collection to
business objective
with timeline &
milestones

Hold yourself
accountable to a set of
metrics

Ensure that everyone
is on message.

Do not be distracted by
your competitors’
product or say no to
adding new features or
total perfection.

Relentless execution
from pre, during &
post-launch

15
Product Roadmap
Minimum Viable
Product

Beta Product

Iterated Product
for customers

The ideal
product does
not exists

Infinity
Time

Day 0

What you can
build within
30-60 days?

What you can
build with an
initial investment
& some
customers

What you can build
with more
investments &
more customers
(includes feedback)

What is the
ideal product
you will like to
have?

Write the ideal press release before you start ...
16
How many downloads,
users, impressions?
(Vanity)

How many monthly active
users performing actions
with your app or website?

Construct metrics,
on how many
actions per user or
how much time user
spend and
benchmark against
known metrics.

Measure data but find the killer metric that addresses virality & potential /real revenues.
(the one you pitched to investors)
17
Day

30

60

90

Product
Development

Product
Management

Product
Marketing

Build feature 1 & 2

Test trial for feature 1 & 2

Figure out where
your customers get
the product.

Build feature 3 & 4

Test trial for feature 3 & 4
Prepare seeded content
Figure out how to educate users

Prepare the setup
for the distribution

Prototype ready for
testing

Prepare and starts
Get users to try the complete
sending invites to
prototype & see what they thinks
alpha or beta users

Let everyone knows the plan and start your execution.
Do keep each other in check.
18
Tale 1: Customer Feedback vs “Cool” Visualization

19
Tale 1: Customer Feedback vs “Cool” Visualization

Business Objective:
To sign up small and
medium business owners
with physical stores to
advertise on our solution.

19
Tale 1: Customer Feedback vs “Cool” Visualization

Business Objective:
To sign up small and
medium business owners
with physical stores to
advertise on our solution.

Our First Prototype:
A small ad unit on mobile
& web with a “View Map”
that leads to Google Street
View upon click.

19
Tale 1: Customer Feedback vs “Cool” Visualization

Business Objective:
To sign up small and
medium business owners
with physical stores to
advertise on our solution.

Our First Prototype:
A small ad unit on mobile
& web with a “View Map”
that leads to Google Street
View upon click.

150 Customers Feedback:
“View Map” looks “cool”
but I prefer a button that
tells users how they can
come to my physical store.

19
Tale 1: Customer Feedback vs “Cool” Visualization

Business Objective:
To sign up small and
medium business owners
with physical stores to
advertise on our solution.

Our First Prototype:
A small ad unit on mobile
& web with a “View Map”
that leads to Google Street
View upon click.

150 Customers Feedback:
“View Map” looks “cool”
but I prefer a button that
tells users how they can
come to my physical store.

Product Manager:
We change “View Map” to
“Directions” & customers
prefer our solution & our
customers love it.

19
Tale 2: SMS solution in Customer Discovery

20
Tale 2: SMS solution in Customer Discovery
Business Objective:
Our customers use web
interface, twitter or SMS to
web to update their
promotions. We have to
offer all three in the US.

20
Tale 2: SMS solution in Customer Discovery
Business Objective:
Our customers use web
interface, twitter or SMS to
web to update their
promotions. We have to
offer all three in the US.

Problem: Twilio does not
exist in 2010. For
Singapore & Malaysia, we
built our SMS servers to
allow users to pair their
mobile to our web servers.

20
Tale 2: SMS solution in Customer Discovery
Business Objective:
Our customers use web
interface, twitter or SMS to
web to update their
promotions. We have to
offer all three in the US.

Problem: Twilio does not
exist in 2010. For
Singapore & Malaysia, we
built our SMS servers to
allow users to pair their
mobile to our web servers.

Financial constraint:
We can’t fly an engineer to
US or use a SMS server
solution there which is too
expensive.

20
Tale 2: SMS solution in Customer Discovery
Business Objective:
Our customers use web
interface, twitter or SMS to
web to update their
promotions. We have to
offer all three in the US.

Problem: Twilio does not
exist in 2010. For
Singapore & Malaysia, we
built our SMS servers to
allow users to pair their
mobile to our web servers.

Financial constraint:
We can’t fly an engineer to
US or use a SMS server
solution there which is too
expensive.

Product Manager: Figure
out a cheap solution that
we can develop and test
whether US users really
need to update their
promotions via SMS.
We save a lot of financial
resources & use 2 days of
one developer’s time.

20
Tale 2: SMS solution in Customer Discovery
Business Objective:
Our customers use web
interface, twitter or SMS to
web to update their
promotions. We have to
offer all three in the US.

Our US customer
sends us an
update via SMS to
our US number

Problem: Twilio does not
exist in 2010. For
Singapore & Malaysia, we
built our SMS servers to
allow users to pair their
mobile to our web servers.

Financial constraint:
We can’t fly an engineer to
US or use a SMS server
solution there which is too
expensive.

Pre-Paid US SIM Card
receiving free incoming SMS

Product Manager: Figure
out a cheap solution that
we can develop and test
whether US users really
need to update their
promotions via SMS.
We save a lot of financial
resources & use 2 days of
one developer’s time.

We pair the pre-paid number
with Google Voice & use
Google Voice API to extract
the message & push to
Chalkboard platform
replicating a SMS server for
the US

20
Tale 3: How to grow 4x users in Indonesia

21
Tale 3: How to grow 4x users in Indonesia
Business Objective:
We have a mobile solution
to build websites on a
phone, and grow quickly in
Indonesia market.

21
Tale 3: How to grow 4x users in Indonesia
Business Objective:
We have a mobile solution
to build websites on a
phone, and grow quickly in
Indonesia market.

Mobile data from analysts
show that Indonesians like
using Facebook and prefer
to access services with
Bahasa Indonesia
language.

21
Tale 3: How to grow 4x users in Indonesia
Business Objective:
We have a mobile solution
to build websites on a
phone, and grow quickly in
Indonesia market.

Mobile data from analysts
show that Indonesians like
using Facebook and prefer
to access services with
Bahasa Indonesia
language.

Product Manager: Make
login not by classical
signups, but by Facebook
connect and also localise
the login in Indonesia with
their local language.

21
Tale 3: How to grow 4x users in Indonesia
Business Objective:
We have a mobile solution
to build websites on a
phone, and grow quickly in
Indonesia market.

Mobile data from analysts
show that Indonesians like
using Facebook and prefer
to access services with
Bahasa Indonesia
language.

Product Manager: Make
login not by classical
signups, but by Facebook
connect and also localise
the login in Indonesia with
their local language.

Results: went from 2x with
Facebook connect and
then 4x growth of users by
localisation to Bahasa
language.

21
22
The One Thing I believe that no one else do ...

22
22
Product managers with science & engineering
backgrounds have stronger advantages against
product managers with business backgrounds.

22
22
But to be successful, technology based product
managers need to keep an open mind, learn the
business side and move towards user-centricity
than technology-centricity.
22
Thank You!

“New is Easy. Right is hard” - Craig Federighi, Apple
23
References
•

Ben Horowitz, "Good Product Manager/Bad Product
Manager"

•
•

Ken Norton, "How to hire a product manager".

•
•
•

Jeff Weiner, How to Spot the Five-Tool Superstar

Ian McAllister, What distinguishes the top 1% of product
managers from the top 10%?

Jack Dorsey, The CEO as Chief Editor.
Eric Ries, The Product Manager's Lament.
24

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New is Easy but Right is Hard: Hacking Product Management

  • 1. New is Easy but Right is Hard Hacking Product Management Bernard Leong @bleongcw http://www.bernardleong.com 1
  • 4. Outline Product Management in a nutshell A Product Manager’s nightmare 2
  • 5. Outline Product Management in a nutshell A Product Manager’s nightmare Good and Bad Product Managers 2
  • 6. Outline Product Management in a nutshell A Product Manager’s nightmare Good and Bad Product Managers Hacking Product Management: How do we decide the product roadmap? 2
  • 7. Outline Product Management in a nutshell A Product Manager’s nightmare Hacking Product Management: How do we decide the product roadmap? Good and Bad Product Managers My Three Tales on Product Management 2
  • 8. Outline Product Management in a nutshell A Product Manager’s nightmare Good and Bad Product Managers Hacking Product Management: How do we decide the product roadmap? My Three Tales on Product Management Q&A 2
  • 9. What does a product manager do? 3
  • 10. What does a product manager do? Business Strategy, Market Analysis & Segmentation, Risks & Competitor Analysis 3
  • 11. What does a product manager do? Business Strategy, Market Analysis & Segmentation, Risks & Competitor Analysis Customer Sales, Growth & Feedback 3
  • 12. What does a product manager do? Business Strategy, Market Analysis & Segmentation, Risks & Competitor Analysis Customer Sales, Growth & Feedback Product Development, Engineering & Roadmap 3
  • 13. What does a product manager do? Business Strategy, Market Analysis & Segmentation, Risks & Competitor Analysis Customer Sales, Growth & Feedback Product Development, Engineering & Roadmap Financials Management Profit & Loss (P&L) 3
  • 14. What does a product manager do? Business Strategy, Market Analysis & Segmentation, Risks & Competitor Analysis Customer Sales, Growth & Feedback Financials Management Profit & Loss (P&L) Marketing Product Development, Engineering & Roadmap 3
  • 15. What does a product manager do? Business Strategy, Market Analysis & Segmentation, Risks & Competitor Analysis Customer Sales, Growth & Feedback Product Development, Engineering & Roadmap Financials Management Profit & Loss (P&L) Marketing Team Execution 3
  • 16. What does a product manager do? Business Strategy, Market Analysis & Segmentation, Risks & Competitor Analysis Customer Sales, Growth & Feedback Product Development, Engineering & Roadmap Financials Management Profit & Loss (P&L) Marketing Team Execution In a startup, the CEO is the product manager. 3
  • 17. The Chasm of Product Management Chasm Business Technology/ Engineering 4
  • 18. The Chasm of Product Management Customers say that we need X features. Business Chasm Technology/ Engineering 4
  • 19. The Chasm of Product Management Customers say that we need X features. Business Chasm I build & they will come. Technology/ Engineering 4
  • 20. The Chasm of Product Management Customers say that we need X features. Chasm I build & they will come. It should be easy to build X features. Business Technology/ Engineering 4
  • 21. The Chasm of Product Management Customers say that we need X features. It should be easy to build X features. Business Chasm I build & they will come. I insist that X has to be built this way. Technology/ Engineering 4
  • 22. The Chasm of Product Management Customers say that we need X features. Chasm I insist that X has to be built this way. It should be easy to build X features. Business I build & they will come. We need X features by tomorrow! Technology/ Engineering 4
  • 23. The Chasm of Product Management Customers say that we need X features. Chasm I insist that X has to be built this way. It should be easy to build X features. Business I build & they will come. We need X features by tomorrow! It’s just too much work for my engineering team. Technology/ Engineering 4
  • 24. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 5
  • 25. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 5
  • 26. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 5
  • 27. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 5
  • 28. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 6
  • 29. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 6
  • 30. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 6
  • 31. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 6
  • 32. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 7
  • 33. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 7
  • 34. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 7
  • 35. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 7
  • 36. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 8
  • 37. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 8
  • 38. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 8
  • 39. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 8
  • 40. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 9
  • 41. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 9
  • 42. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 9
  • 43. A Product Manager’s Worst Nightmare Source: Project Cartoon http://www.projectcartoon.com 9
  • 44. But where’s the balance? 10
  • 45. Good Product Manager Bad Product Manager 11
  • 46. Good Product Manager Bad Product Manager Understands the market, product & competition 11
  • 47. Good Product Manager Understands the market, product & competition Bad Product Manager Lack of knowledge about the market 11
  • 48. Good Product Manager Understands the market, product & competition Takes full responsibility Bad Product Manager Lack of knowledge about the market 11
  • 49. Good Product Manager Understands the market, product & competition Takes full responsibility Bad Product Manager Lack of knowledge about the market Makes lots of excuses when things fail 11
  • 50. Good Product Manager Understands the market, product & competition Takes full responsibility Bad Product Manager Lack of knowledge about the market Makes lots of excuses when things fail Good Execution according to Plan & disciplined in updating everyone 11
  • 51. Good Product Manager Understands the market, product & competition Good Execution according to Plan & disciplined in updating everyone Takes full responsibility Bad Product Manager Lack of knowledge about the market Makes lots of excuses when things fail Always fail to meet timelines & milestones 11
  • 52. Good Product Manager Bad Product Manager Understands the market, product & competition Takes full responsibility Lack of knowledge about the market Good Execution according to Plan & disciplined in updating everyone Figures out the direction of the product Makes lots of excuses when things fail Always fail to meet timelines & milestones 11
  • 53. Good Product Manager Understands the market, product & competition Good Execution according to Plan & disciplined in updating everyone Takes full responsibility Figures out the direction of the product Bad Product Manager Lack of knowledge about the market Makes lots of excuses when things fail Always fail to meet timelines & milestones Have no clue to where the product should go & lack of discipline not to provide status updates to everyone 11
  • 54. Good Product Manager Bad Product Manager 12
  • 55. Good Product Manager Bad Product Manager Manages time for different aspects appropriately 12
  • 56. Good Product Manager Manages time for different aspects appropriately Bad Product Manager Lost all the time to firefighting 12
  • 57. Good Product Manager Manages time for different aspects appropriately Prepares good documentation: marketing collaterals, FAQs, presentations & white papers Bad Product Manager Lost all the time to firefighting 12
  • 58. Good Product Manager Manages time for different aspects appropriately Prepares good documentation: marketing collaterals, FAQs, presentations & white papers Bad Product Manager Lost all the time to firefighting Thinks documentation is a waste of time, and expects the others to do it 12
  • 59. Good Product Manager Manages time for different aspects appropriately Prepares good documentation: marketing collaterals, FAQs, presentations & white papers Bad Product Manager Lost all the time to firefighting Thinks documentation is a waste of time, and expects the others to do it Communicate accurately & precise with all teams 12
  • 60. Good Product Manager Manages time for different aspects appropriately Communicate accurately & precise with all teams Prepares good documentation: marketing collaterals, FAQs, presentations & white papers Bad Product Manager Lost all the time to firefighting Thinks documentation is a waste of time, and expects the others to do it Does not know what he or she wants and confuse everyone in the process 12
  • 61. Good Product Manager Manages time for different aspects appropriately Communicate accurately & precise with all teams Bad Product Manager Prepares good documentation: marketing collaterals, FAQs, presentations & white papers Lost all the time to firefighting Gathers information informally and works around the system Thinks documentation is a waste of time, and expects the others to do it Does not know what he or she wants and confuse everyone in the process 12
  • 62. Good Product Manager Manages time for different aspects appropriately Communicate accurately & precise with all teams Bad Product Manager Prepares good documentation: marketing collaterals, FAQs, presentations & white papers Lost all the time to firefighting Thinks documentation is a waste of time, and expects the others to do it Gathers information informally and works around the system Does not know what he or she wants and confuse everyone in the process Complains all the time and blames the system 12
  • 63. Good Product Manager Bad Product Manager 13
  • 64. Good Product Manager Bad Product Manager Focus team on revenues and customers 13
  • 65. Good Product Manager Focus team on revenues and customers Bad Product Manager Focus team on what competition is doing 13
  • 66. Good Product Manager Focus team on revenues and customers Knows how to reduce features & say no when necessary Bad Product Manager Focus team on what competition is doing 13
  • 67. Good Product Manager Focus team on revenues and customers Knows how to reduce features & say no when necessary Bad Product Manager Focus team on what competition is doing Be too accommodating & keeps letting the product get bloated with features 13
  • 68. Good Product Manager Focus team on revenues and customers Knows how to reduce features & say no when necessary Bad Product Manager Focus team on what competition is doing Be too accommodating & keeps letting the product get bloated with features Prepares how to engage the press & dictate how the story is written 13
  • 69. Good Product Manager Focus team on revenues and customers Prepares how to engage the press & dictate how the story is written Knows how to reduce features & say no when necessary Bad Product Manager Focus team on what competition is doing Be too accommodating & keeps letting the product get bloated with features Lets the press write whatever they want & end up fighting with them when things go wrong. 13
  • 70. Good Product Manager Bad Product Manager Focus team on revenues and customers Knows how to reduce features & say no when necessary Focus team on what competition is doing Prepares how to engage the press & dictate how the story is written Decomposes problems into small chunks to solve them. Be too accommodating & keeps letting the product get bloated with features Lets the press write whatever they want & end up fighting with them when things go wrong. 13
  • 71. Good Product Manager Bad Product Manager Focus team on revenues and customers Knows how to reduce features & say no when necessary Focus team on what competition is doing Be too accommodating & keeps letting the product get bloated with features Prepares how to engage the press & dictate how the story is written Decomposes problems into small chunks to solve them. Lets the press write whatever they want & end up fighting with them when things go wrong. Conflat all the problems into one and have no idea how to resolve them. 13
  • 72. Most products fail because ... 14
  • 73. Most products fail because ... Too much emphasis on (business/technology) & lack of focus on (technology/business). 14
  • 74. Most products fail because ... Too much emphasis on (business/technology) & lack of focus on (technology/business). Too much features & too little room for experimentation or patience to work for the long haul. 14
  • 75. Most products fail because ... Too much emphasis on (business/technology) & lack of focus on (technology/business). Too much features & too little room for experimentation or patience to work for the long haul. Lack of integration between marketing, sales & product development & that’s why growth hacking is important. 14
  • 76. Most products fail because ... Too much emphasis on (business/technology) & lack of focus on (technology/business). Too much features & too little room for experimentation or patience to work for the long haul. Lack of integration between marketing, sales & product development & that’s why growth hacking is important. Execution limited to specific points of time and not over arching. 14
  • 77. How do we decide the product roadmap? 15
  • 78. How do we decide the product roadmap? Determine the business objective of the product 15
  • 79. How do we decide the product roadmap? Determine the business objective of the product Align team on product development, sales, marketing & customer data collection to business objective with timeline & milestones 15
  • 80. How do we decide the product roadmap? Determine the business objective of the product Align team on product development, sales, marketing & customer data collection to business objective with timeline & milestones Do not be distracted by your competitors’ product or say no to adding new features or total perfection. 15
  • 81. How do we decide the product roadmap? Determine the business objective of the product Align team on product development, sales, marketing & customer data collection to business objective with timeline & milestones Do not be distracted by your competitors’ product or say no to adding new features or total perfection. Hold yourself accountable to a set of metrics 15
  • 82. How do we decide the product roadmap? Determine the business objective of the product Align team on product development, sales, marketing & customer data collection to business objective with timeline & milestones Hold yourself accountable to a set of metrics Ensure that everyone is on message. Do not be distracted by your competitors’ product or say no to adding new features or total perfection. 15
  • 83. How do we decide the product roadmap? Determine the business objective of the product Align team on product development, sales, marketing & customer data collection to business objective with timeline & milestones Hold yourself accountable to a set of metrics Ensure that everyone is on message. Do not be distracted by your competitors’ product or say no to adding new features or total perfection. Relentless execution from pre, during & post-launch 15
  • 84. Product Roadmap Minimum Viable Product Beta Product Iterated Product for customers The ideal product does not exists Infinity Time Day 0 What you can build within 30-60 days? What you can build with an initial investment & some customers What you can build with more investments & more customers (includes feedback) What is the ideal product you will like to have? Write the ideal press release before you start ... 16
  • 85. How many downloads, users, impressions? (Vanity) How many monthly active users performing actions with your app or website? Construct metrics, on how many actions per user or how much time user spend and benchmark against known metrics. Measure data but find the killer metric that addresses virality & potential /real revenues. (the one you pitched to investors) 17
  • 86. Day 30 60 90 Product Development Product Management Product Marketing Build feature 1 & 2 Test trial for feature 1 & 2 Figure out where your customers get the product. Build feature 3 & 4 Test trial for feature 3 & 4 Prepare seeded content Figure out how to educate users Prepare the setup for the distribution Prototype ready for testing Prepare and starts Get users to try the complete sending invites to prototype & see what they thinks alpha or beta users Let everyone knows the plan and start your execution. Do keep each other in check. 18
  • 87. Tale 1: Customer Feedback vs “Cool” Visualization 19
  • 88. Tale 1: Customer Feedback vs “Cool” Visualization Business Objective: To sign up small and medium business owners with physical stores to advertise on our solution. 19
  • 89. Tale 1: Customer Feedback vs “Cool” Visualization Business Objective: To sign up small and medium business owners with physical stores to advertise on our solution. Our First Prototype: A small ad unit on mobile & web with a “View Map” that leads to Google Street View upon click. 19
  • 90. Tale 1: Customer Feedback vs “Cool” Visualization Business Objective: To sign up small and medium business owners with physical stores to advertise on our solution. Our First Prototype: A small ad unit on mobile & web with a “View Map” that leads to Google Street View upon click. 150 Customers Feedback: “View Map” looks “cool” but I prefer a button that tells users how they can come to my physical store. 19
  • 91. Tale 1: Customer Feedback vs “Cool” Visualization Business Objective: To sign up small and medium business owners with physical stores to advertise on our solution. Our First Prototype: A small ad unit on mobile & web with a “View Map” that leads to Google Street View upon click. 150 Customers Feedback: “View Map” looks “cool” but I prefer a button that tells users how they can come to my physical store. Product Manager: We change “View Map” to “Directions” & customers prefer our solution & our customers love it. 19
  • 92. Tale 2: SMS solution in Customer Discovery 20
  • 93. Tale 2: SMS solution in Customer Discovery Business Objective: Our customers use web interface, twitter or SMS to web to update their promotions. We have to offer all three in the US. 20
  • 94. Tale 2: SMS solution in Customer Discovery Business Objective: Our customers use web interface, twitter or SMS to web to update their promotions. We have to offer all three in the US. Problem: Twilio does not exist in 2010. For Singapore & Malaysia, we built our SMS servers to allow users to pair their mobile to our web servers. 20
  • 95. Tale 2: SMS solution in Customer Discovery Business Objective: Our customers use web interface, twitter or SMS to web to update their promotions. We have to offer all three in the US. Problem: Twilio does not exist in 2010. For Singapore & Malaysia, we built our SMS servers to allow users to pair their mobile to our web servers. Financial constraint: We can’t fly an engineer to US or use a SMS server solution there which is too expensive. 20
  • 96. Tale 2: SMS solution in Customer Discovery Business Objective: Our customers use web interface, twitter or SMS to web to update their promotions. We have to offer all three in the US. Problem: Twilio does not exist in 2010. For Singapore & Malaysia, we built our SMS servers to allow users to pair their mobile to our web servers. Financial constraint: We can’t fly an engineer to US or use a SMS server solution there which is too expensive. Product Manager: Figure out a cheap solution that we can develop and test whether US users really need to update their promotions via SMS. We save a lot of financial resources & use 2 days of one developer’s time. 20
  • 97. Tale 2: SMS solution in Customer Discovery Business Objective: Our customers use web interface, twitter or SMS to web to update their promotions. We have to offer all three in the US. Our US customer sends us an update via SMS to our US number Problem: Twilio does not exist in 2010. For Singapore & Malaysia, we built our SMS servers to allow users to pair their mobile to our web servers. Financial constraint: We can’t fly an engineer to US or use a SMS server solution there which is too expensive. Pre-Paid US SIM Card receiving free incoming SMS Product Manager: Figure out a cheap solution that we can develop and test whether US users really need to update their promotions via SMS. We save a lot of financial resources & use 2 days of one developer’s time. We pair the pre-paid number with Google Voice & use Google Voice API to extract the message & push to Chalkboard platform replicating a SMS server for the US 20
  • 98. Tale 3: How to grow 4x users in Indonesia 21
  • 99. Tale 3: How to grow 4x users in Indonesia Business Objective: We have a mobile solution to build websites on a phone, and grow quickly in Indonesia market. 21
  • 100. Tale 3: How to grow 4x users in Indonesia Business Objective: We have a mobile solution to build websites on a phone, and grow quickly in Indonesia market. Mobile data from analysts show that Indonesians like using Facebook and prefer to access services with Bahasa Indonesia language. 21
  • 101. Tale 3: How to grow 4x users in Indonesia Business Objective: We have a mobile solution to build websites on a phone, and grow quickly in Indonesia market. Mobile data from analysts show that Indonesians like using Facebook and prefer to access services with Bahasa Indonesia language. Product Manager: Make login not by classical signups, but by Facebook connect and also localise the login in Indonesia with their local language. 21
  • 102. Tale 3: How to grow 4x users in Indonesia Business Objective: We have a mobile solution to build websites on a phone, and grow quickly in Indonesia market. Mobile data from analysts show that Indonesians like using Facebook and prefer to access services with Bahasa Indonesia language. Product Manager: Make login not by classical signups, but by Facebook connect and also localise the login in Indonesia with their local language. Results: went from 2x with Facebook connect and then 4x growth of users by localisation to Bahasa language. 21
  • 103. 22
  • 104. The One Thing I believe that no one else do ... 22
  • 105. 22
  • 106. Product managers with science & engineering backgrounds have stronger advantages against product managers with business backgrounds. 22
  • 107. 22
  • 108. But to be successful, technology based product managers need to keep an open mind, learn the business side and move towards user-centricity than technology-centricity. 22
  • 109. Thank You! “New is Easy. Right is hard” - Craig Federighi, Apple 23
  • 110. References • Ben Horowitz, "Good Product Manager/Bad Product Manager" • • Ken Norton, "How to hire a product manager". • • • Jeff Weiner, How to Spot the Five-Tool Superstar Ian McAllister, What distinguishes the top 1% of product managers from the top 10%? Jack Dorsey, The CEO as Chief Editor. Eric Ries, The Product Manager's Lament. 24